Strategic Management Journal

Papers
(The TQCC of Strategic Management Journal is 10. 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 2021-04-01 to 2025-04-01.)
ArticleCitations
Issue Information296
Kingdom or fandom? YouTube and the changing role of gatekeeping in digital cultural markets199
Technology differentiation, product market rivalry, and M&A transactions157
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Issue Information125
The cue‐ball effect: How an advantaged firm's closer competitors can propagate the impact of its advantage to more distant competitors122
Innovation and profitability following antitrust intervention against a dominant platform: The wild, wild west?114
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Bad medicine: Litigation, competition, and the marketing of prescription opioids89
Issue Information83
The new argonauts: The international migration of venture‐backed companies66
Health insurance benefits as a labor market friction: Evidence from a quasi‐experiment64
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To be in Vogue: How mere proximity to high‐status neighbors affects aspirational pricing in the U.S. fashion industry62
Training with AI: Evidence from chess computers61
Rating systems and increased heterogeneity in firm performance: Evidence from the New York City Restaurant Industry, 1994–201356
The “CEO in context” technique revisited: A replication and extension of Hambrick and Quigley (2014)54
Divestment of relational assets following acquisitions: Evidence from thebiopharmaceuticalindustry53
Dual careers and the willingness to consider employment in startup ventures50
Human resource redeployability and entrepreneurial hiring strategy49
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Issue Information47
The role of competitive amplification in explaining sustained performance heterogeneity45
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Knowledge seeking and anonymity in digital work settings39
Competing on freemium: Digital competition with network effects37
Light‐touch integration: A study on cross‐border acquisitions by emerging market multinationals36
Managing risk in corporate groups: Limited liability, asset partitioning, and risk compartmentalization35
Firms' responses to changes in frictions in related human capital factor markets35
Not in‐sourced here! When does external technology sourcing yield familiar versus novel solutions?33
Trained to lead: Evidence from industrial research33
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The dynamics of related diversification: Evidence from the health insurance industry following the Affordable Care Act33
Who depends on why: Toward an endogenous, purpose‐driven mechanism in organizations' reference selection32
From joiners to founders: Startup employment and underrepresented entrepreneurs30
Online communities on competing platforms: Evidence from game wikis29
How much does the firm's alliance network matter?29
How does artificial intelligence improve human decision‐making? Evidence from the AI‐powered Go program29
Status and consensus: Heterogeneity in audience evaluations of female‐ versus male‐lead films27
Borrowing networks for innovation: The role of attention allocation in secondhand brokerage27
How does worker mobility affect business adoption of a new technology? The case of machine learning27
Corporate social responsibility at the margins: Firms' responses to marginal inclusion on the Vault Law 100 ranking26
Disentangling the corporate effect on subsidiary performance26
Competing with the platform: Complementor positioning and cross‐platform response to entry26
Patent remedies and technology licensing: Evidence from a supreme court decision26
Employment restrictions on resource transferability and value appropriation from employees26
Unraveling the puzzling risk–return relationship: Distinctive roles of government involvement in venture capital investment25
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The influence of media scrutiny on firms' strategic eschewal of lobbying25
Anti‐counterfeiting strategy unfolded: A closer look to the case of a large multinational manufacturer24
Discovery, discernment, and exploitation: Entrepreneurial mechanisms at the nexus of individual and opportunity23
The role of procedural rationality in debiasing acquisition decisions of overconfident CEOs23
To commercialize inside or outside of the firm: Behavioral considerations in patent exploitation by family firms23
Institutional protection of minority employees and entrepreneurship: Evidence from the LGBT Employment Non‐Discrimination Acts23
Pay and networks in organizations: Incentive redesign as a driver of network change23
Birds of a feather flock (even more) together: An intergroup relations perspective on how #MeToo‐related media coverage affects the evaluation of prospective corporate directors22
Issue Information22
Corrections for Du, Li, & Wu (2019), “Incumbent repositioning with decision biases”22
The allocation of resource control within the corporate structure: Evidence from post‐acquisition patent reassignments20
A rivalry‐based theory of gender diversity20
Bribery, insecurity, and firm performance: Evidence from the Boko Haram insurgency in Nigeria20
Specialization as a double‐edged sword: The relationship of scientist specialization with R&D productivity and impact following collaborator change19
The origins of time compression diseconomies19
Contracting for innovation: Designing contracts that account for exchange hazards and the need for innovation19
Using machine learning to revisit the diversification–performance relationship19
The entry‐deterring effects of synergies in complementor acquisitions: Evidence from Apple's digital platform market, the iOS app store19
Geopolitical volatility and subsidiary investments19
Board experiential diversity and corporate radical innovation19
Issue Information18
Knowledge sources, innovation objectives, and their impact on innovation performance: Quasi‐replication of Leiponen and Helfat (2010)18
Peering into a crystal ball: Forecasting behavior and industry foresight18
Income or education?Community‐levelantecedents of firms'category‐spanningactivities18
Sweeping it under the rug: Positioning and managing pollution‐intensive activities in organizational hierarchies18
The Janus face of artificial intelligence feedback: Deployment versus disclosure effects on employee performance18
Power to the people: The benefits and limits of employee self‐selection in organizations17
Issue Information17
Revisiting managerial “style”: The replicability and falsifiability of manager fixed effects for firm policies17
Is knowledge really the most important strategic resource? A meta‐analytic review16
Mapping a sector's scope transformation and the value of following the evolving core16
How media coverage elicits strategic change: The moderating role of the business model design16
From a shareholder to stakeholder orientation: Evidence from the analyses ofCEOdismissal in large U.S. firms16
Salary transparency and gender pay inequality: Evidence from Canadian universities16
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Competing or complementary labels? Estimating spillovers in Chinese green building certification15
Integration and appropriability: A study of process and product components within a firm's innovation portfolio15
Does imitation increase or decrease demand for an original product? Understanding the opposing effects of discovery and substitution15
Spinning an entrepreneurial career: Motivation, attribution, and the development of organizational capabilities15
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Changes in industry and corporate effects in the United States, 1978–201915
Collaborative structure and post‐mobility knowledge spillovers: A dyadic approach15
Issue Information15
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Task bottlenecks and resource bottlenecks: A holistic examination of task systems through an organization design lens14
Corporate directors as heterogeneous network pipes: How director political ideology affects the interorganizational diffusion of governance practices14
Disentangling audiences' reactions to creative content and creative packaging14
The long‐term consequences of entrepreneurship: Earnings trajectories of former entrepreneurs14
Degree assortativity in collaboration networks and invention performance14
Dynamic resource redeployment in global semiconductor firms14
Giant cluster formation and integrating role of bridges in social diffusion13
Optimal distinctiveness across revenue models: Performance effects of differentiation of paid and free products in a mobile app market13
Pipeline hiring's effects on the human capital and performance of new recruits13
Experimentation and appropriability inearly‐stageventures: Evidence from theUSsoftware industry13
The new needs friends: Simmelian strangers and the selection of novelty13
Cashing in on the culture wars?CEOactivism, wokewashing, and firm value13
Building greener motorhomes: How dual‐purpose technical and relational capabilities affect component and full product innovation13
Issue Information12
Issue Information12
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Curating 1000 flowers as they bloom: Leveraging pluralistic initiatives to diffuse social innovations11
Issue Information11
Informal networks and information environments11
Issue Information11
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A database of chief financial officer turnover and dismissal in S&P 1500 firms, 2000–202210
Do political connections stifle firm innovation? Natural experimental evidence from China's anti‐corruption campaigns10
Managing exploration in organizations: The effect of superior monitoring on subordinate search behavior10
Hidden in a group? Market reactions to multi‐violator corporate social irresponsibility disclosures10
Unpacking the “O” in VRIO: The role of workflow interdependence in the loss and replacement of strategic human capital10
Empirically exploring the veracity of the new stakeholder perspective in strategy: Documenting workforce rents10
Zooming in or zooming out: Entrants' product portfolios in the nascent drone industry10
Hunting for talent: Firm‐driven labor market search in the United States10
Governing crowdsourcing for unconstrained innovation problems10
The double‐edged sword of boundary‐spanning Corporate Social Responsibility programs10
The half‐life of political capital: An examination of the temporal effects of board political connections10
Board design and governance failures at peer firms10
A foot in the door: Field experiments on entrepreneurs' network activation strategies for investor referrals10
Where the stars still shine: Some effects of star‐performers‐turned‐managers on organizational performance10
Acquired employees versus hired employees: Retained or turned over?10
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