Strategic Management Journal

Papers
(The TQCC of Strategic Management Journal is 14. 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 2021-08-01 to 2025-08-01.)
ArticleCitations
220
Corporate social responsibility at the margins: Firms' responses to marginal inclusion on the Vault Law 100 ranking180
125
Kingdom or fandom? YouTube and the changing role of gatekeeping in digital cultural markets121
Trained to lead: Evidence from industrial research102
Human resource redeployability and entrepreneurial hiring strategy80
Specialization as a double‐edged sword: The relationship of scientist specialization with R&D productivity and impact following collaborator change78
Institutional protection of minority employees and entrepreneurship: Evidence from the LGBT Employment Non‐Discrimination Acts74
Disentangling the corporate effect on subsidiary performance71
Birds of a feather flock (even more) together: An intergroup relations perspective on how #MeToo‐related media coverage affects the evaluation of prospective corporate directors69
Borrowing networks for innovation: The role of attention allocation in secondhand brokerage67
The new argonauts: The international migration of venture‐backed companies65
Bribery, insecurity, and firm performance: Evidence from the Boko Haram insurgency in Nigeria59
How much does the firm's alliance network matter?56
Pay and networks in organizations: Incentive redesign as a driver of network change55
Issue Information54
Issue Information48
46
Hunting for talent: Firm‐driven labor market search in the United States45
45
Corporate directors as heterogeneous network pipes: How director political ideology affects the interorganizational diffusion of governance practices43
Perceptions of political Self‐Dealing? An empirical investigation of market returns surrounding the disclosure of politician stock purchases42
What keeps the market ticking? The role of third‐party audiences and cognitive embeddedness in shaping competitive dynamics in luxury watchmaking38
A database of chief financial officer turnover and dismissal in S&P 1500 firms, 2000–202238
Changes in industry and corporate effects in the United States, 1978–201938
Disentangling audiences' reactions to creative content and creative packaging37
Curating 1000 flowers as they bloom: Leveraging pluralistic initiatives to diffuse social innovations36
Getting heard? How employees learn to gain senior management attention in inclusive strategy processes35
Achieving cultural resonance: Four strategies toward rallying support for entrepreneurial endeavors33
Power to the people: The benefits and limits of employee self‐selection in organizations33
From margins to mainstream: The narrative dilemma in scaling social ventures33
How media coverage elicits strategic change: The moderating role of the business model design32
Do boards learn to hire? The effect of board experience with CEO replacement on CEO performance32
Firm climate risk, risk management, and bank loan financing32
32
Do managers capture the value they create? Drivers of managers' value capture in a large retail chain31
31
On the heels of giants: Internal network structure and the race to build on prior innovation31
Caveat emptor as an obstacle to business transfers: Effect of product line liability exceptions on acquisitions, entry, and exit31
Issue Information30
The inside track: Entrepreneurs' corporate experience and startups' access to incumbent partners' resources30
Generative artificial intelligence and evaluating strategic decisions29
Decision authority and the returns to algorithms29
The effects of CEO activism: Partisan consumer behavior and its duration29
Positioning for optimal distinctiveness: How firms manage competitive and institutional pressures under dynamic and complex environment29
Issue Information27
Defending knowledge abroad27
How founders' values enable business model innovation in new ventures: The case of Magnum Photos27
Issue Information26
Issue Information26
When colleagues compete outside the firm25
Blood diamonds? Responses of open‐source software developers to the Facebook–Cambridge Analytica scandal25
Issue Information25
Aspiration formation and attention rules25
Contracting to (dis)incentivize? An integrative transaction‐cost approach on how contracts govern specific investments24
Hedge fund activism in family firms24
Growing pains: The effect of generational product innovation on mobile games performance24
The tangled webs we weave: Examining the effects of CEO deception on analyst recommendations23
The role of information in the gender gap in the market for top managers: Evidence from a quasi‐experiment23
Start with “Why,” but only if you have to: The strategic framing of novel ideas across different audiences23
Issue Information22
Growing platforms within platforms: How platforms manage the adoption of complementor products in the presence of network effects?22
Strategic resource decay22
22
Learning by doing and corporate diversification22
Do employees' views matter in corporate governance? The relationship between employee approval and CEO dismissal21
Low profile, high impact: How the visibility of political agents shapes corporate political influence21
Whatever you want, whatever you like: How incumbents respond to changes in market information regimes21
Investors' attention and the paradox of technologically related diversification: Evidence of stock market mispricing21
Diverse knowledge exploration and diffusion in MNCs20
Who gains and who loses from more information in technology markets? Evidence from the Sunshine Act20
The racial gap in entrepreneurship and opportunities inside established firms20
When ideologies align: Progressive corporate activism and within‐firm ideological alignment20
19
19
New sheriff in town: A quad model approach to examining the consequences of selecting a qualified lead independent directors19
Issue Information19
19
Setting the tone to get their way: An attention‐based approach to how narcissistic CEOs influence the board of directors to take more risk19
19
The option value in complements within platform‐based ecosystems18
Breakthrough invention and problem complexity: Evidence from a quasi‐experiment18
Inventor CEO involvement and firm exploitative and exploratory innovation18
Multi‐project work and project performance: Friends or foes?18
Stakeholder treatment disparity and employee whistleblowing: A multi‐stakeholder, multidimensional framework of social comparison18
The “butterfly effect” in strategic human capital: Mitigating the endogeneity concern about the relationship between turnover and performance18
Does corporate social responsibility increase access to finance? A commentary on Cheng et al. (2014)18
How do investors really react to the appointment of Black CEOs?18
Defending the throne: The influence of performance feedback on CEO succession in family‐controlled firms17
The influence of media scrutiny on firms' strategic eschewal of lobbying17
Issue Information17
How does worker mobility affect business adoption of a new technology? The case of machine learning17
Technology differentiation, product market rivalry, and M&A transactions17
17
Dual careers and the willingness to consider employment in startup ventures17
Competing on freemium: Digital competition with network effects16
Contracting for innovation: Designing contracts that account for exchange hazards and the need for innovation16
To be in Vogue: How mere proximity to high‐status neighbors affects aspirational pricing in the U.S. fashion industry16
Bad medicine: Litigation, competition, and the marketing of prescription opioids16
Online communities on competing platforms: Evidence from game wikis16
Issue Information16
15
Network advantage: Uncontested structural holes and organizational performance in market crises15
Fostering positive CEO‐board relationships: Board synchronization skill and relationship cycles in new ventures15
Issue Information15
The myth of the flat start‐up: Reconsidering the organizational structure of start‐ups15
Experimentation and appropriability inearly‐stageventures: Evidence from theUSsoftware industry15
The allocation of resource control within the corporate structure: Evidence from post‐acquisition patent reassignments15
Issue Information15
Collaborative structure and post‐mobility knowledge spillovers: A dyadic approach15
Unpacking the inertia in resource allocation adjustments of multi‐business firms14
Issue Information14
The influence of patent assertion entities on inventor behavior14
The favela effect: Spatial inequalities and firm strategies in disadvantaged urban communities14
Does imitation increase or decrease demand for an original product? Understanding the opposing effects of discovery and substitution14
Pushed into a crowd: Repositioning costs, resources, and competition in the RTE cereal industry14
Delegation of decision rights and capital reallocation: Evidence from US municipalities14
Measuring the commercial potential of science14
Issue Information14
How does a partner's acquisition affect the value of the firm's alliance with that partner?14
The growth of hierarchy in organizations: Managing knowledge scope14
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