OOIR: Observatory of International Research

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 2020-05-01 to 2024-05-01.)

Article	Citations
Work‐from‐anywhere: The productivity effects of geographic flexibility	195
Platform ecosystems as meta‐organizations: Implications for platform strategies	191
Shareholder activism and firms' voluntary disclosure of climate change risks	178
Strategic responses to crisis	137
From necessity to opportunity: Scaling bricolage across resource‐constrained environments	103
CEO early‐life disaster experience and corporate social performance	92
The Janus face of artificial intelligence feedback: Deployment versus disclosure effects on employee performance	88
A database of CEO turnover and dismissal in S&P 1500 firms, 2000–2018	88
Stakeholder engagement strategies, national institutions, and firm performance: A configurational perspective	84
Charting a path between firm‐specific incentives and human capital‐based competitive advantage	78
Platform governance matters: How platform gatekeeping affects knowledge sharing among complementors	76
Machine learning for pattern discovery in management research	74
Strategic management during the financial crisis: How firms adjust their strategic investments in response to credit market disruptions	69
Ownership competence	69
Risk management and corporate social responsibility	69
CEO cognitive flexibility, information search, and organizational ambidexterity	67
Out of character: CEO political ideology, peer influence, and adoption of CSR executive position by Fortune 500 firms	66
Corporate directors' implicit theories of the roles and duties of boards	65
How media coverage of corporate social responsibility and irresponsibility influences cross‐border acquisitions	62
Occupational, industry, and geographic exposure to artificial intelligence: A novel dataset and its potential uses	61
CEO emotions and firm valuation in initial coin offerings: An artificial emotional intelligence approach	56
Decision weaving: Forming novel, complex strategy in entrepreneurial settings	55
Generalist versus specialist CEOs and acquisitions: Two‐sided matching and the impact of CEO characteristics on firm outcomes	50
How incumbents respond to competition from innovative disruptors in the sharing economy—The impact of Airbnb on hotel performance	49
Artificial intelligence and the changing sources of competitive advantage	47

Do university entrepreneurship programs promote entrepreneurship?	46
Optimal distinctiveness in platform markets: Leveraging complementors as legitimacy buffers	45
Hyperspecialization and hyperscaling: A resource‐based theory of the digital firm	43
Firm climate risk, risk management, and bank loan financing	43
Organizational change and the dynamics of innovation: Formal R&D structure and intrafirm inventor networks	42
Follow the smoke: The pollution haven effect on global sourcing	41
Start with “Why,” but only if you have to: The strategic framing of novel ideas across different audiences	41
Innovation, short‐termism, and the cost of strong corporate governance	41
The evolution of cooperation in the face of conflict: Evidence from the innovation ecosystem for mobile telecom standards development	40
Platform diffusion at temporary gatherings: Social coordination and ecosystem emergence	40
CEO dismissal: Consequences for the strategic risk taking of competitor CEOs	40
The myth of the flat start‐up: Reconsidering the organizational structure of start‐ups	39
Platform governance and the rural–urban divide: Sellers' responses to design change	39
Exploration and exploitation in complex search tasks: How feedback influences whether and where human agents search	39
What do multiple objectives really mean for performance? Empirical evidence from the French manufacturing sector	39
Investigating the mix of strategic choices and performance of transaction platforms: Evidence from the crowdfunding setting	36
Experience base, strategy‐by‐doing and new product performance	35
From product system to ecosystem: How firms adapt to provide an integrated value proposition	35
The future of the web? The coordination and early‐stage growth of decentralized platforms	33
Do R&D investments in weak IPR countries destroy market value? The role of internal linkages	32
Standing out from the crowd: Dedicated institutional investors and strategy uniqueness	32
Reputations in flux: How a firm defends its multiple reputations in response to different violations	32
Using machine learning to revisit the diversification–performance relationship	32
The crisis‐response match: An empirical investigation	31
Binned scatterplots: A simple tool to make research easier and better	31
Social capital and entrepreneur resilience: Entrepreneur performance during violent protests in Togo	30
Theory‐based learning and experimentation: How strategists can systematically generate knowledge at the edge between the known and the unknown	29
The liabilities of foreign institutional ownership: Managing political dependence through corporate political spending	29
Engineering serendipity: When does knowledge sharing lead to knowledge production?	28
Renewing the resource‐based view: New contexts, new concepts, and new methods	27
Knowledge mobilization in the face of imitation: Microfoundations of knowledge aggregation and firm‐level innovation	26
A storm is brewing: Antecedents of disaster preparation in risk prone locations	26
Quantum leaps or baby steps? Expertise distance, construal level, and the propensity to invest in novel technological ideas	26
Being extraordinary: How CEOS' uncommon names explain strategic distinctiveness	26
Back to the future: The effect of returning family successions on firm performance	26
From a shareholder to stakeholder orientation: Evidence from the analyses ofCEOdismissal in large U.S. firms	26
The effects of CEO activism: Partisan consumer behavior and its duration	26
Does nepotism run in the family? CEO pay and pay‐performance sensitivity in Indian family firms	25
Avoid, acquiesce … or engage? New insights from sub‐Saharan Africa on MNE strategies for managing corruption	25
The invention performance implications of coopetition: How technological, geographical, and product market overlaps shape learning and competitive tension in R&D alliances	25
A bird in the hand is worth two in the bush: Technology search strategies and competition due to import penetration	25
Why do some insider CEOs make more strategic changes than others? The impact of prior board experience on new CEO insiderness	25
Converting inventions into innovations in large firms: How inventors at Xerox navigated the innovation process to commercialize their ideas	25
Organizing for innovation: A contingency view on innovative team configuration	25
Using supervised machine learning for large‐scale classification in management research: The case for identifying artificial intelligence patents	24
How ecosystem structure affects firm performance in response to a negative shock to interdependencies	24
Cleaning house before hosting new guests: A political path dependence model of political connection adaptation in the aftermath of anticorruption shocks	24
Product‐market competition and resource redeployment in multi‐business firms	24
Reexamining investor reaction to covert corporate political activity: A replication and extension of Werner (2017)	22
Does piracy lead to product abandonment or stimulate new product development?: Evidence from mobile platform‐based developer firms	22

Identifying internal markets for resource redeployment	22
Value, rent, and profit: A stakeholder resource‐based theory	22
Managing ecosystem emergence and evolution: Strategies for ecosystem architects	21
Shadow of the great firewall: The impact of Google blockade on innovation in China	21
Homing and platform responses to entry: Historical evidence from the U.S. newspaper industry	21
Resolving governance disputes in communities: A study of software license decisions	21
Firm partisan positioning, polarization, and risk communication: Examining voluntary disclosures on COVID‐19	21
Aspiration formation and attention rules	21
Technological choices under uncertainty: Does organizational aspiration matter?	21
It did not work? Unlearn and try again—Unlearning success and failure beliefs in changing environments	20
Growing pains: The effect of generational product innovation on mobile games performance	20
From litigation to innovation: Firms' ability to litigate and technological diversification through human capital	20
Hedge fund investor activism and human capital loss	20
The corporate parenting advantage, revisited	19
Growth or profit? Strategic orientations and long‐term performance in China	19
Market exit and the potential for resource redeployment: Evidence from the global retail sector	19
Competing on freemium: Digital competition with network effects	19
Capability interactions and adaptation to demand‐side change	18
How much does the firm's alliance network matter?	18
Empirical inquiry without hypotheses: A question‐driven, phenomenon‐based approach to strategic management research	18
Change gears before speeding up: The roles of Chief Executive Officer human capital and venture capitalist monitoring in Chief Executive Officer change before initial public offering	18
Selling your soul to the devil? The importance of independent ownership to identity distinctiveness for oppositional categories	18
Analytic models in strategy, organizations, and management research: A guide for consumers	17
Information frictions and entrepreneurship	17
Corporate social responsibility of U.S.‐listed firms headquartered in tax havens	17
Resource origins and search	17
Mi Casa Es Tu Casa: Immigrant Entrepreneurs as Pathways to Foreign Venture Capital Investments	17
Multilevel optimal distinctiveness: Examining the impact of within‐ and between‐organization distinctiveness of product design on market performance	17
David overshadows Goliath: Specializing in generality for internationalization in the global mobile money industry	17
How dynamic capabilities change ordinary capabilities: Reconnecting attention control and problem‐solving	16
Corporate‐level influences on internal capital allocation: The role of financial analyst performance projections	16
The role of procedural rationality in debiasing acquisition decisions of overconfident CEOs	16
Political affinity and investors' response to the acquisition premium in cross‐border M&A transactions — A moderation analysis	16
Thriving on contradiction: Toward a dialectical alternative to fit‐based models in strategy (and beyond)	16
Categories and narratives as sources of distinctiveness: Cultural entrepreneurship within and across categories	16
Information disclosure and the market for acquiring technology companies	16
The strategic allocation of inventors to R&D collaborations	15
Structural power, corporate strategy, and performance	15
Activist hedge fund success: The role of reputation	15
Long‐tenured independent directors and firm performance	15
Entrepreneurial learning and strategic foresight	15
Giving a little to many or a lot to a few? The returns to variety in corporate philanthropy	15
Using the SHAPLEY value approach to variance decomposition in strategy research: Diversification, internationalization, and corporate group effects on affiliate profitability	15
Institutional protection of minority employees and entrepreneurship: Evidence from the LGBT Employment Non‐Discrimination Acts	15
Examining investor reactions to appointments of Black top management executives and CEOs	14
Top management team role structure: A vantage point for advancing upper echelons research	14
On top of the game? The double‐edged sword of incorporating social features into freemium products	14
Bad news for announcers, good news for rivals: Are rivals fully seizing transition‐period opportunities following announcers' top management turnovers?	14
Which patents to use as loan collaterals? The role of newness of patents' external technology linkage	14
Optimal distinctiveness across revenue models: Performance effects of differentiation of paid and free products in a mobile app market	14