OOIR: Observatory of International Research

Papers

(The TQCC of Strategic Management Journal is 15. 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 2022-06-01 to 2026-06-01.)

Article	Citations
	331
	247
Corporate social responsibility at the margins: Firms' responses to marginal inclusion on the Vault Law 100 ranking	180
Kingdom or fandom? YouTube and the changing role of gatekeeping in digital cultural markets	174
Firm growth and stagnation in the United States: Key trends and new data opportunities	133
The new argonauts: The international migration of venture‐backed companies	104
Core or periphery: Examining where to allocate heterogeneous inventors and the impact on firms' innovation	100
Bribery, insecurity, and firm performance: Evidence from the Boko Haram insurgency in	80
Human resource redeployability and entrepreneurial hiring strategy	77
Borrowing networks for innovation: The role of attention allocation in secondhand brokerage	67
Fast learning and sustained exploration: The role of timely performance feedback	66
Performance feedback and change in R&D alliance portfolio breadth: The moderating role of economic conditions	64
Disentangling the corporate effect on subsidiary performance	63
	60
Perceptions of political Self‐Dealing ? An empirical investigation of market returns surrounding the disclosure of politician stock purchases	56
Issue Information	53
	52
Issue Information	50
	49
From margins to mainstream: The narrative dilemma in scaling social ventures	48
Disentangling audiences' reactions to creative content and creative packaging	45
How media coverage elicits strategic change: The moderating role of the business model design	45
Hunting for talent: Firm‐driven labor market search in the United States	45
Getting heard? How employees learn to gain senior management attention in inclusive strategy processes	44
Curating 1000 flowers as they bloom: Leveraging pluralistic initiatives to diffuse social innovations	43

A database of chief financial officer turnover and dismissal in S&P 1500 firms, 2000–2022	42
What keeps the market ticking? The role of third‐party audiences and cognitive embeddedness in shaping competitive dynamics in luxury watchmaking	41
Flying high or crashing down: Pre‐entry knowledge, post‐entry learning, and the distribution of startup performance	41
Do boards learn to hire? The effect of board experience with CEO replacement on CEO performance	41
Changes in industry and corporate effects in the United States, 1978–2019	39
Firm climate risk, risk management, and bank loan financing	39
Issue Information	37
The inside track: Entrepreneurs' corporate experience and startups' access to incumbent partners' resources	37
Defending knowledge abroad	37
The extent and drivers of internal agglomeration of U.S. multi‐unit firms	36
Common purpose advantage: Reviving a managerial theory of the firm?	35
	35
How founders' values enable business model innovation in new ventures: The case of Magnum Photos	35
On the heels of giants: Internal network structure and the race to build on prior innovation	34
Decision authority and the returns to algorithms	34
Positioning for optimal distinctiveness: How firms manage competitive and institutional pressures under dynamic and complex environment	34
Caveat emptor as an obstacle to business transfers: Effect of product line liability exceptions on acquisitions, entry, and exit	34
Are boards reluctant to remove poorly performing successors to interim CEOs?	34
Persuasion in the political marketplace: How firms snitch on rivals to encourage regulatory enforcement	33
	31
The effects of CEO activism: Partisan consumer behavior and its duration	31
Issue Information	30
Generative artificial intelligence and evaluating strategic decisions	30
	30
Issue Information	30
Bottom‐up effects of female strategic leadership: Firm performance effects through employees	30
Blood diamonds? Responses of open‐source software developers to the Facebook–Cambridge Analytica scandal	29
Families in venture capital	29
The role of information in the gender gap in the market for top managers: Evidence from a quasi‐experiment	29
The tangled webs we weave: Examining the effects of CEO deception on analyst recommendations	29
Issue Information	28
Hedge fund activism in family firms	28
Growing platforms within platforms: How platforms manage the adoption of complementor products in the presence of network effects?	27
When colleagues compete outside the firm	27
Concentration in cross‐border research collaborations and MNCs ' knowledge creation in a host country	26
Beyond coal: When can outsider stakeholders drive transformative change?	26
Low profile, high impact: How the visibility of political agents shapes corporate political influence	26
Diverse knowledge exploration and diffusion in MNCs	24
Issue Information	24
TRIPS and knowledge diffusion from low‐ and middle‐income countries	23
When ideologies align: Progressive corporate activism and within‐firm ideological alignment	23
Setting the tone to get their way: An attention‐based approach to how narcissistic CEOs influence the board of directors to take more risk	23
New sheriff in town: A quad model approach to examining the consequences of selecting a qualified lead independent directors	23
Who gains and who loses from more information in technology markets? Evidence from the Sunshine Act	23
Investors' attention and the paradox of technologically related diversification: Evidence of stock market mispricing	23
Local regulatory anticipation and GHG emissions	23
Information‐seeking lobbying and strategic stockpiling under trade policy uncertainty	23
Are less hierarchical firms organized around stronger cultures? Evidence from big data	23
The racial gap in entrepreneurship and opportunities inside established firms	23
	22

	22
Do employees' views matter in corporate governance? The relationship between employee approval and CEO dismissal	22
	22
Mobilizing the silent majority: Discourse broadening and audience support for entrepreneurial innovations	22
Does corporate social responsibility increase access to finance? A commentary on Cheng et al. (2014)	22
	22
The option value in complements within platform‐based ecosystems	21
How do investors really react to the appointment of Black CEOs ?	21
Stakeholder treatment disparity and employee whistleblowing: A multi‐stakeholder, multidimensional framework of social comparison	20
Defending the throne: The influence of performance feedback on CEO succession in family‐controlled firms	20
Business is personal: How CEO personality influences agency costs	20
Beyond the front page: In‐text citations to patents as traces of inventor knowledge	20
Breakthrough invention and problem complexity: Evidence from a q uasi‐experiment	20
Issue Information	19
Shaping expectations, losing flexibility: A study of CEO promises as strategic communication tools	19
Multi‐project work and project performance: Friends or foes?	19
The allocation of resource control within the corporate structure: Evidence from post‐acquisition patent reassignments	19
Dual careers and the willingness to consider employment in startup ventures	19
Issue Information	19
Regulated versus unregulated competition: How drug shortages boost illegal pharmacy sales	19
Inventor CEO involvement and firm exploitative and exploratory innovation	19
Online communities on competing platforms: Evidence from game wikis	18
	18
	18
The influence of media scrutiny on firms' strategic eschewal of lobbying	18
Network advantage: Uncontested structural holes and organizational performance in market crises	18
Technology differentiation, product market rivalry, and M&A transactions	18
Bad medicine: Litigation, competition, and the marketing of prescription opioids	18
Overcoming barriers? The mixed results of social innovation accelerator programs for women entrepreneurs	18
Issue Information	18
	18
How does worker mobility affect business adoption of a new technology? The case of machine learning	18
Issue Information	17
Does imitation increase or decrease demand for an original product? Understanding the opposing effects of discovery and substitution	17
Fostering positive CEO‐board relationships: Board synchronization skill and relationship cycles in new ventures	17
Experimentation and appropriability in early‐stage ventures: Evidence from the US software industr	17
Measuring the commercial potential of science	17
Unpacking the inertia in resource allocation adjustments of multi‐business firms	17
Beyond feasibility filters: How expertise heterogeneity enables innovation recognition	17
Social comparison and the value of performance trajectory information: A field experiment in the workplace	17
Issue Information	16
Mitigating ingroup bias in regulatory firms: The role of inspector professionalism	16
Precarious situations: A prelude to hiring more hubristic chief executive officers	16
Delegation of decision rights and capital reallocation: Evidence from US municipalities	16
The growth of hierarchy in organizations: Managing knowledge scope	16
Collaborations that hurt firm performance but help employees’ careers	16
Values and visibility: How CEO activism influences private and public consumer choices	15
Patent regime shift and firm innovation strategy: Evidence from the Second Amendment to China's Patent Law	15
Escaping the patent trolls: The impact of non‐practicing entity litigation on firm innovation strategies	15
Dynamic capabilities and governance: An empirical investigation of financial performance of the higher education sector	15
Beyond the finish line: How losing in patent race drives post‐race innovation	15
Balancing allocative and dynamic efficiency with redundant R&D allocation: The role of organizational proximity and centralization	15
Distributed decision‐making in the shadow of hierarchy: How hierarchical similarity biases idea evaluation	15
A scientific approach to entrepreneurial decision‐making: Large‐scale replication and extension	15
Corporate social responsibility in the age of activist directorships	15
When do firms learn by hiring? How complexity moderates the value of new knowledge	15