Strategic Management Journal

Papers
(The TQCC of Strategic Management Journal is 13. 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 2021-06-01 to 2025-06-01.)
ArticleCitations
328
239
Corporate social responsibility at the margins: Firms' responses to marginal inclusion on the Vault Law 100 ranking193
Pay and networks in organizations: Incentive redesign as a driver of network change152
Trained to lead: Evidence from industrial research126
The origins of time compression diseconomies109
Disentangling the corporate effect on subsidiary performance107
Bribery, insecurity, and firm performance: Evidence from the Boko Haram insurgency in Nigeria94
Human resource redeployability and entrepreneurial hiring strategy73
Borrowing networks for innovation: The role of attention allocation in secondhand brokerage71
The new argonauts: The international migration of venture‐backed companies67
The role of competitive amplification in explaining sustained performance heterogeneity67
Institutional protection of minority employees and entrepreneurship: Evidence from the LGBT Employment Non‐Discrimination Acts64
Birds of a feather flock (even more) together: An intergroup relations perspective on how #MeToo‐related media coverage affects the evaluation of prospective corporate directors62
Specialization as a double‐edged sword: The relationship of scientist specialization with R&D productivity and impact following collaborator change61
How much does the firm's alliance network matter?56
Kingdom or fandom? YouTube and the changing role of gatekeeping in digital cultural markets55
Issue Information51
Issue Information50
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Changes in industry and corporate effects in the United States, 1978–201940
Disentangling audiences' reactions to creative content and creative packaging40
A database of chief financial officer turnover and dismissal in S&P 1500 firms, 2000–202239
Getting heard? How employees learn to gain senior management attention in inclusive strategy processes39
Curating 1000 flowers as they bloom: Leveraging pluralistic initiatives to diffuse social innovations38
Hunting for talent: Firm‐driven labor market search in the United States37
Power to the people: The benefits and limits of employee self‐selection in organizations37
Do boards learn to hire? The effect of board experience with CEO replacement on CEO performance36
Corporate directors as heterogeneous network pipes: How director political ideology affects the interorganizational diffusion of governance practices36
What keeps the market ticking? The role of third‐party audiences and cognitive embeddedness in shaping competitive dynamics in luxury watchmaking35
Achieving cultural resonance: Four strategies toward rallying support for entrepreneurial endeavors35
How media coverage elicits strategic change: The moderating role of the business model design34
Perceptions of political Self‐Dealing? An empirical investigation of market returns surrounding the disclosure of politician stock purchases34
Firm climate risk, risk management, and bank loan financing33
31
On the heels of giants: Internal network structure and the race to build on prior innovation30
Positioning for optimal distinctiveness: How firms manage competitive and institutional pressures under dynamic and complex environment30
Issue Information29
Defending knowledge abroad29
Do managers capture the value they create? Drivers of managers' value capture in a large retail chain29
Caveat emptor as an obstacle to business transfers: Effect of product line liability exceptions on acquisitions, entry, and exit29
The effects of CEO activism: Partisan consumer behavior and its duration29
29
Decision authority and the returns to algorithms28
Generative artificial intelligence and evaluating strategic decisions28
Issue Information27
Issue Information27
The inside track: Entrepreneurs' corporate experience and startups' access to incumbent partners' resources27
When colleagues compete outside the firm26
Issue Information26
Blood diamonds? Responses of open‐source software developers to the Facebook–Cambridge Analytica scandal26
Issue Information26
Hedge fund activism in family firms25
The role of information in the gender gap in the market for top managers: Evidence from a quasi‐experiment25
The tangled webs we weave: Examining the effects of CEO deception on analyst recommendations25
Growing pains: The effect of generational product innovation on mobile games performance24
Contracting to (dis)incentivize? An integrative transaction‐cost approach on how contracts govern specific investments23
Growing platforms within platforms: How platforms manage the adoption of complementor products in the presence of network effects?23
Aspiration formation and attention rules22
Start with “Why,” but only if you have to: The strategic framing of novel ideas across different audiences22
Examining investor reactions to appointments of Black top management executives and CEOs22
Whatever you want, whatever you like: How incumbents respond to changes in market information regimes21
Learning by doing and corporate diversification21
21
Do employees' views matter in corporate governance? The relationship between employee approval and CEO dismissal21
Who gains and who loses from more information in technology markets? Evidence from the Sunshine Act21
New sheriff in town: A quad model approach to examining the consequences of selecting a qualified lead independent directors21
Issue Information21
Retaining problems or solutions? The post‐acquisition performance implications of director retention20
When ideologies align: Progressive corporate activism and within‐firm ideological alignment20
Investors' attention and the paradox of technologically related diversification: Evidence of stock market mispricing20
The racial gap in entrepreneurship and opportunities inside established firms20
Diverse knowledge exploration and diffusion in MNCs19
19
Strategic resource decay19
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
Issue Information19
How do investors really react to the appointment of Black CEOs?18
18
Stakeholder treatment disparity and employee whistleblowing: A multi‐stakeholder, multidimensional framework of social comparison18
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Inventor CEO involvement and firm exploitative and exploratory innovation18
Issue Information17
Breakthrough invention and problem complexity: Evidence from a quasi‐experiment17
Technology differentiation, product market rivalry, and M&A transactions17
Defending the throne: The influence of performance feedback on CEO succession in family‐controlled firms17
Multi‐project work and project performance: Friends or foes?17
The option value in complements within platform‐based ecosystems17
The “butterfly effect” in strategic human capital: Mitigating the endogeneity concern about the relationship between turnover and performance17
How does worker mobility affect business adoption of a new technology? The case of machine learning16
Dual careers and the willingness to consider employment in startup ventures16
To be in Vogue: How mere proximity to high‐status neighbors affects aspirational pricing in the U.S. fashion industry16
The allocation of resource control within the corporate structure: Evidence from post‐acquisition patent reassignments16
The influence of media scrutiny on firms' strategic eschewal of lobbying16
Online communities on competing platforms: Evidence from game wikis16
Bad medicine: Litigation, competition, and the marketing of prescription opioids16
16
Contracting for innovation: Designing contracts that account for exchange hazards and the need for innovation16
The role of procedural rationality in debiasing acquisition decisions of overconfident CEOs15
15
Issue Information15
Competing on freemium: Digital competition with network effects15
Issue Information15
Fostering positive CEO‐board relationships: Board synchronization skill and relationship cycles in new ventures14
The myth of the flat start‐up: Reconsidering the organizational structure of start‐ups14
Issue Information14
Experimentation and appropriability inearly‐stageventures: Evidence from theUSsoftware industry14
Measuring the commercial potential of science14
Collaborative structure and post‐mobility knowledge spillovers: A dyadic approach14
Corporate social responsibility in the age of activist directorships14
Does imitation increase or decrease demand for an original product? Understanding the opposing effects of discovery and substitution14
Unpacking the inertia in resource allocation adjustments of multi‐business firms14
Network advantage: Uncontested structural holes and organizational performance in market crises14
Issue Information14
How does a partner's acquisition affect the value of the firm's alliance with that partner?13
From mass to motion: Conceptualizing and measuring the dynamics of industry clusters13
Thriving on contradiction: Toward a dialectical alternative to fit‐based models in strategy (and beyond)13
The favela effect: Spatial inequalities and firm strategies in disadvantaged urban communities13
Delegation of decision rights and capital reallocation: Evidence from US municipalities13
Mitigating ingroup bias in regulatory firms: The role of inspector professionalism13
Precarious situations: A prelude to hiring more hubristic chief executive officers13
External knowledge sourcing, knowledge spillovers, and internal collaboration: The effects of intrafirm linkages on firm‐university co‐authorship linkages13
Distributed decision‐making in the shadow of hierarchy: How hierarchical similarity biases idea evaluation13
The influence of patent assertion entities on inventor behavior13
Beyond the finish line: How losing in patent race drives post‐race innovation13
The growth of hierarchy in organizations: Managing knowledge scope13
Pushed into a crowd: Repositioning costs, resources, and competition in the RTE cereal industry13
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