OOIR: Observatory of International Research

Papers

(The TQCC of R & D Management is 9. The table below lists those papers that are above that threshold based on CrossRef citation counts [max. 250 papers]. The publications cover those that have been published in the past four years, i.e., from 2020-05-01 to 2024-05-01.)

Article	Citations
Temporary business model innovation – SMEs’ innovation response to the Covid‐19 crisis	91
Technological exaptation and crisis management: Evidence from COVID‐19 outbreaks	87
How can crowdsourcing help tackle the COVID‐19 pandemic? An explorative overview of innovative collaborative practices	70
Open innovation in the face of the COVID‐19 grand challenge: insights from the Pan‐European hackathon ‘EUvsVirus’	68
Frugal innovation in a crisis: the digital fabrication maker response to COVID‐19	67
Digital transformation, for better or worse: a critical multi‐level research agenda	61
Exogenous shocks and the adaptive capacity of family firms: exploring behavioral changes and digital technologies in the COVID‐19 pandemic	52
Accelerated innovation through repurposing: exaptation of design and manufacturing in response to COVID‐19	42
Open innovation with Chinese characteristics: a dynamic capabilities perspective	41
Innovation management in crisis: patent analytics as a response to the COVID‐19 pandemic	40
Innovation in times of pandemic: The moderating effect of knowledge sharing on the relationship between COVID‐19‐induced job stress and employee innovation	38
The impact of Covid‐19 on innovation policies promoting Open Innovation	34
The top‐down pattern of social innovation and social entrepreneurship. Bricolage and agility in response to COVID‐19: cases from China	29
Ecosystem effectuation: creating new value through open innovation during a pandemic	27
Maneuvering the bumps in the New Silk Road: Open innovation, technological complexity, dominant design, and the international impact of Chinese innovation	26
Innovating and transforming during COVID‐19: insights from Italian firms	25
How to save the world during a pandemic event. A case study of frugal innovation	25
Resource orchestration for team‐based innovation: a case study of the interplay between teams, customers, and top management	24
The contribution of Design Thinking to the R of R&D in technological innovation	23
Innovation management research methods: embracing rigor and diversity	21
Theorizing business model innovation: an organizing framework of research dimensions and future perspectives	20
Two archetypes of business model innovation processes for manufacturing firms in the context of digital transformation	20
The spatiotemporal evolution of global innovation networks and the changing position of China: a social network analysis based on cooperative patents	20
How entrepreneurial orientation can leverage innovation project portfolio management	19
How can open innovation support SMEs in the adoption of I4.0 technologies? An empirical analysis	18

Negative performance feedback, CEO tenure, and punctuated equilibrium innovation	18
Evaluating internal and external knowledge sources in firm innovation and productivity: an industry perspective	16
Appropriability mechanisms for manufacturing and service firms: the contingencies of openness and knowledge intensity	15
Maker movement contribution to fighting COVID‐19 pandemic: insights from Tunisian FabLabs	15
Unveiling the role of risk‐taking in innovation: antecedents and effects	15
Agile Stage‐Gate Management (ASGM) for physical products	15
An empirical analysis of the relationship between university investments in Technology Transfer Offices and academic spin‐offs	15
R&D Management at a time of crisis: what are we learning from the response to the COVID‐19 pandemic?	14
Innovating the product innovation process to enable co‐creation	14
Open Covid‐19: Organizing an extreme crowdsourcing campaign to tackle grand challenges	14
Entrepreneurial behavior and firm performance: The mediating role of business model novelty	14
Decoding China’s COVID‐19 ‘virus exceptionalism’: Community‐based digital contact tracing in Wuhan	13
Open innovation for institutional entrepreneurship: how incumbents induce institutional change to advance autonomous driving	13
The many shades of ‘openness’: an application of item response theory to open innovation research	13
On the soft side of open innovation: the role of human resource practices, organizational learning culture and knowledge sharing	13
Servitization in global markets: role alignment in global service networks for advanced service provision	13
Determinants of idea sharing in crowdsourcing: evidence from the automotive industry	12
Repurposing without purpose? Early innovation responses to the COVID‐19 crisis: Evidence from clinical trials	12
The two sides of the coin: joint project leader interaction in university‐industry collaboration projects	12
Science parks as key players in entrepreneurial ecosystems	12
R &D investments and profitability during the crisis: evidence from Greece	12
Empowering patients to co‐design Covid‐19 responses: the role of online health communities	12
Disruption by design? Classification framework for the archetypes of disruptive business models	11
A new perspective on open innovation: established and new technology firms in UK bio‐pharmaceuticals	11
Governance mechanisms implementation in the evolution of digital platforms: a case study of the Internet of Things platform	11
Crisis‐driven innovation of products new to firms: the sensitization response to COVID‐19	11
The microfoundations of open innovation: CEO overconfidence and innovation choices	11
COVID‐19 firms’ fast innovation reaction analyzed through dynamic capabilities	11
Certification effect of R&D subsidies on debt financing: do institutional forces matter?	11
Introduction to the Special Issue on the New Silk Road of Innovation: R&D Networks, Knowledge Diffusions, and Open Innovation	11
Partner technological heterogeneity and innovation performance of R&D alliances	10
Being resilient for society: evidence from companies that leveraged their resources and capabilities to fight the COVID‐19 crisis	10
Open innovation ecosystem organizing from a process view: a longitudinal study in the making of an innovation hub	10
Idiosyncratic deals and creative deviance: the mediating role of psychological entitlement	10
The dynamics of entrepreneurial ecosystems: an empirical investigation	10
The fast response of academic spinoffs to unexpected societal and economic challenges. Lessons from the COVID‐19 pandemic crisis	10
Repeated partnerships in university‐industry collaboration portfolios and firm innovation performance: roles of absorptive capacity and political connections	10
How firms use inbound Open Innovation practices over time: evidence from an exploratory multiple case study analysis	10
Entrepreneurial alertness and business model innovation in dynamic markets: international performance implications for SMEs	9
Innovation search: the role of innovation intermediaries in the search process	9
Incorporating non‐academics in academic spin‐off entrepreneurial teams: the vertical diversity that can make the difference	9
The effects of entrepreneurial ecosystems, knowledge management capabilities, and knowledge spillovers on international open innovation	9
When nothing is certain, anything is possible: open innovation and lean approach at MVM	9
R&D subsidies, novelty of firm innovation and industrial technological complexity: the knowledge recombinant view	9