Journal of Management Studies

Article	Citations
A Systematic Review of the Literature on Digital Transformation: Insights and Implications for Strategy and Organizational Change	634
Creating High‐Impact Literature Reviews: An Argument for ‘Integrative Reviews’	159
The Relationship between Stakeholder Theory and Corporate Social Responsibility: Differences, Similarities, and Implications for Social Issues in Management	144
The Problematizing Review: A Counterpoint to Elsbach and Van Knippenberg’s Argument for Integrative Reviews	129
Management Research that Makes a Difference: Broadening the Meaning of Impact	123
COVID‐19 and the Future of CSR Research	119
What has changed? The Impact of Covid Pandemic on the Technology and Innovation Management Research Agenda	117
Meanings of Theory: Clarifying Theory through Typification	116
Covid‐19 and the Future of Family Business Research	114
Strategic Human Resource Management and COVID‐19: Emerging Challenges and Research Opportunities	111
Social Entrepreneurship and COVID‐19	107
COVID‐19 and the New Technologies of Organizing: Digital Exhaust, Digital Footprints, and Artificial Intelligence in the Wake of Remote Work	107
Sensemaking in the Time of COVID‐19	96
Entrepreneurial Hustle: Navigating Uncertainty and Enrolling Venture Stakeholders through Urgent and Unorthodox Action	96
Organizational Culture and COVID‐19	91
A Business Model View of Strategy	84
The Future of the Corporation and the Economics of Purpose	83
COVID 19 and Entrepreneurship: Time to Pivot?	78
Stakeholder Governance for Responsible Innovation: A Theory of Value Creation, Appropriation, and Distribution	74
Global Value Chains in the Post‐COVID World: Governance for Reliability	72
Researching for Desirable Futures: From Real Utopias to Imagining Alternatives	71
Strategic Management Theory in a Post‐Pandemic and Non‐Ergodic World	68
How COVID‐19 Informs Business Sustainability Research: It’s Time for a Systems Perspective	68
Chief Digital Officers: An Analysis of the Presence of a Centralized Digital Transformation Role	64
Corporate Strategy and the Theory of the Firm in the Digital Age	64

The Impact of the Covid‐19 Pandemic on Firms’ Organizational Designs	62
Writing Impactful Review Articles	61
Grand Challenges, Covid‐19 and the Future of Organizational Scholarship	61
Challenges and Best‐practice Recommendations for Designing and Conducting Interviews with Elite Informants	60
A Meta‐Analytic Integration of Acquisition Performance Prediction	58
Indigenous Theory Uses, Abuses, and Future	55
A Few Implications of the COVID‐19 Pandemic for International Business Strategy Research	54
Identity and Identification During and After the Pandemic: How Might COVID‐19 Change the Research Questions we Ask?	53
Grand Societal Challenges and Responsible Innovation	53
Implications of the COVID‐19 Pandemic for Gender Equity Issues at Work	52
Corporate Purpose Needs Democracy	49
Corporate Social Responsibility Research in the Journal of Management Studies: A Shift from a Business‐Centric to a Society‐Centric Focus	49
Decolonizing Management Theory: A Critical Perspective	48
COVID‐19 and Global Governance	46
Family Business Restructuring: A Review and Research Agenda	46
Legitimacy Revisited: Disentangling Propriety, Validity, and Consensus	45
What can Strategy Learn from the Business Model Approach?	45
Responding to Digital Transformation by External Corporate Venturing: An Enterprising Family Identity and Communication Patterns Perspective	44
Narrow‐Framing and Risk Preferences in Family and Non‐Family Firms	43
Political CSR at the Coalface – The Roles and Contradictions of Multinational Corporations in Developing Workplace Dialogue	41
Contextualizing Management Research: An Open Systems Perspective	39
Corporate Governance Research in the Wake of a Systemic Crisis: Lessons and Opportunities from the COVID‐19 Pandemic	38
Corporate Entrepreneurship and Family Business: Learning Across Domains	38
The Impact of Quarantines, Lockdowns, and ‘Reopenings’ on the Commercialization of Science: Micro and Macro Issues	37
From Attention to Action: The Influence of Cognitive and Ideological Diversity in Top Management Teams on Business Model Innovation	36
Building Responsible Innovation in International Organizations through Intrapreneurship	35
Complexity and COVID‐19: Leadership and Followership in a Complex World	35
How do Intermediaries Build Inclusive Markets? The Role of the Social Context	35
Assessing Trust and Risk Perceptions in the Sharing Economy: An Empirical Study	34
The Implications of COVID‐19 for Nonmarket Strategy Research	33
Building Character: The Formation of a Hybrid Organizational Identity in a Social Enterprise	32
Sensemaking, Organizing, and Surpassing: A Handoff*	32
Next Generation External Venturing Practices in Family Owned Businesses	31
Overcoming the Early‐stage Conundrum of Digital Platform Ecosystem Emergence: A Problem‐Solving Perspective	31
Stakeholder Agency Relationships: CEO Stock Options and Corporate Tax Avoidance	31
Technological Frames in the Digital Age: Theory, Measurement Instrument, and Future Research Areas	31
Covid‐19 and Our Understanding of Risk, Emergencies, and Crises	30
Bridging Caste Divides: Middle‐Status Ambivalence, Elite Closure, and Lower‐Status Social Withdrawal	30
Acting Intuition into Sense: How Film Crews Make Sense with Embodied Ways of Knowing	30
Regulated Dependence: Platform Workers’ Responses to New Forms of Organizing	29
Temporal Strategies and Firms’ Speedy Responses to COVID‐19	28
Hybrid Context, Management Practices and Organizational Performance: A Configurational Approach	28
The Sharing Economy and Business Model Design: A Configurational Approach	27
The Relationship Between Team Deep‐Level Diversity and Team Performance: A Meta‐Analysis of the Main Effect, Moderators, and Mediating Mechanisms	27
When Stigma Doesn’t Transfer: Stigma Deflection and Occupational Stratification in the Sharing Economy	26
COVID‐19 and the Future of Management Studies. Insights from Leading Scholars	26
Of Organizing and Sensemaking: From Action to Meaning and Back Again in a Half‐Century of Weick’s Theorizing	25
Negative Spillovers Across Partnerships for Responsible Innovation: Evidence from the 2014 Ebola Outbreak	25
Paradoxical Leadership, Subjective Ambivalence, and Employee Creativity: Effects of Employee Holistic Thinking	25
The Direct and Moderating Effects of Endogenous Corporate Social Responsibility on Firm Valuation: Theoretical and Empirical Evidence from the Global Financial Crisis	25

Organisational Change in a (Post‐) Pandemic World: Rediscovering Interests and Values	24
The Distinctive Domain of the Sharing Economy: Definitions, Value Creation, and Implications for Research	24
Covid‐19 and The Study of Professionals and Professional Work	23
Hubristic Start‐up Founders – The Neglected Bright and Inevitable Dark Manifestations of Hubristic Leadership in New Venture Creation Processes	23
Middle Managers' Struggle Over Their Subject Position in Open Strategy Processes	22
The Business Model Phenomenon: Towards Theoretical Relevance	22
Complex Times, Complex Time: The Pandemic, Time‐Based Theorizing and Temporal Research in Management and Organization Studies	22
From ‘Publish or Perish’ to Societal Impact: Organizational Repurposing Towards Responsible Innovation through Creating a Medical Platform	20
The Mobilization of Noncooperative Spaces: Reflections from Rohingya Refugee Camps	20
International Management as Management of Diversity: Reconceptualizing Distance as Diversity	20
Strategic Decision Making in the Digital Age: Expert Sentiment and Corporate Capital Allocation	19
System‐Spanning Values Work and Entrepreneurial Growth in Family Firms	19
Hard and Soft Integration: Towards a Dynamic Model of Post‐Acquisition Integration	19
Understanding Scientific Freedom and Scientific Responsibility in Business and Management Research	19
Acquirers’ Reception of Signals in M&A Markets: Effects of Acquirer Experiences on Target Selection	19
Pyramidal Ownership and SOE Innovation	18
Inequality in the Time of Corona Virus	18
Contextualizing the Sharing Economy	18
Social Entrepreneurship’s Solutionism Problem	18
Both Diversity and Meritocracy: Managing the Diversity‐Meritocracy Paradox with Organizational Ambidexterity	17
A Review of Fatherhood and Employment: Introducing New Perspectives for Management Research	17
A Critical Review of the Conceptualization, Operationalization, and Empirical Literature on Cognition‐Based and Affect‐Based Trust	17
Non‐Market Strategies and Credit Benefits: Unpacking Heterogeneous Political Connections in Response to Government Anti‐Corruption Initiatives	17
First Impressions Stick: Market Entry Strategies and Category Priming in the Digital Domain	17
Rhetorical History as Institutional Work	16
Signalling Strategies of Exporters on Internet Business‐to‐Business Platforms	16
Why Difference Makes a Difference: Diversity, Inequality, and Institutionalization	16
Re‐Conceptualizing Management Theory: How do we Move Away from Western‐Centred Knowledge?	15
Populist Syndrome and Nonmarket Strategy	15
How Crisis Reveals the Structures of Practices	15
Common Sense, New Sense or Non‐Sense? A Critical Discursive Perspective on Power in Collective Sensemaking	15
Stakeholder Management & The Value of Human‐Centred Corporate Objectives	15
Introduction to the COVID‐19 Commentaries	15
Theorizing Diversity in Management Studies: New Perspectives and Future Directions	15
Are There Limits to Diversification in Emerging Economies? Distinguishing between Firm‐Level and Business Group Strategies	15
Same Old Song with a Different Melody: The Paradox of Market Reach and Financial Performance on Digital Platforms	15
Setting the Tone for the Team: A Multi‐Level Analysis of Managerial Control, Peer Control, and their Consequences for Job Satisfaction and Team Performance	14
Paradox, Dialectics or Trade‐Offs? A Double Loop Model of Paradox	14
From Boundary Spanning to Intergroup Knowledge Integration: The Role of Boundary Spanners’ Metaknowledge and Proactivity	14
Using Macro Archival Databases to Expand Theory in Micro Research	14
Synergy Evaluation in Mergers and Acquisitions: An Attention‐Based View	14
The Rise and Fall of Structural Contingency Theory: A Theory’s ‘autopsy’	14
Resource Orchestration and Scaling‐up of Platform‐Based Entrepreneurial Firms: The Logic of Dialectic Tuning	14
The Corporate Objective Revisited: The Shareholder Perspective	14
Entrepreneurial Leadership as Creative Brokering: The Process and Practice of Co‐creating and Advancing Opportunity	14
The Role of Substantive Actions in Sensemaking During Strategic Change	13
Polycentric Governance of Privately Owned Resources in Circular Economy Systems	13
COVID's Impacts on the Field of Labour and Employment Relations	13
Whither Critical Management and Organization Studies? For a Performative Critique of Capitalist Flows in the Wake of the COVID‐19 Pandemic	13
Behind the Stigma Shield: Frontline Employees’ Emotional Response to Organizational Event Stigma at Work and at Home	13
Helping While Competing? The Complex Effects of Competitive Climates on the Prosocial Identity and Performance Relationship	13
Scaling‐up: Building, Leading and Sustaining Rapid Growth Over Time	13
Algorithms and their Affordances: How Crowdworkers Manage Algorithmic Scores in Online Labour Markets	12
Understanding interorganizational big data technologies: How technology adoption motivations and technology design shape collaborative dynamics	12
Under the Radar: Institutional Drift and Non‐Strategic Institutional Change	12
You Speak, I Speak: The Social‐Cognitive Mechanisms of Voice Contagion	12
High Flying Business Schools: Working Together to Address the Impact of Management Education and Research on Climate Change	12
Unconscious Processes of Organizing: Intergroup Conflict in Mental Health Care	12
Organizational Demographic Faultlines: Their Impact on Collective Organizational Identification, Firm Performance, and Firm Innovation	12
Acquisition Relatedness in Family Firms: Do the Environment and the Institutional Context Matter?	11
On the way to Ithaka[1]: Commemorating the 50th Anniversary of the Publication of Karl E. Weick’sThe Social Psychology of Organizing	11
Relational Expertise: What Machines Can't Know	11
Do Economic Sanctions Work? Evidence from the Russia‐Ukraine Conflict	11
Stigma as Moral Insurance: How Stigma Buffers Firms from the Market Consequences of Greenwashing	11
Let’s Fix our Own Problem: Quelling the Irresponsible Research Perfect Storm	11
The Endurance of Shareholder Value Maximization as the Preferred Corporate Objective	11
Shame On You! Unpacking the Individual and Organizational Implications of Engaging with a Stigmatized Organization	11
A Multi‐Level Model of I‐deals in Workgroups: Employee and Coworker Perceptions of Leader Fairness, I‐Deals and Group Performance	11
Transactional Dependence and Technological Upgrading in Global Value Chains	11
Workers' Rites: Ritual Mediations and the Tensions of New Management	11
Selecting Innovation Projects: Do Middle and Senior Managers Differ When It Comes to Radical Innovation?	11
Strategic Venturing as Legitimacy Creation: The Case of Sustainability	11
Stakeholder Orientation and Experiential Learning: Evidence from Corporate Acquisitions	11
Movements, Societal Crisis, and Organizational Theory	11
Temporal Orientation and Corporate Social Responsibility: Global Evidence	11
Speed and Scaling: An Investigation of Accelerated Firm Growth	11
How Country Reputation Differentials Influence Market Reaction to International Acquisitions	10
Algorithmic Routines and Dynamic Inertia: How Organizations Avoid Adapting to Changes in the Environment	10
Recalibrating Management Research for the Post‐COVID‐19 Scientific Enterprise	10
Pursuing Gains or Avoiding Losses: The Contingent Effect of Transgenerational Intentions on Innovation Investments	10

The Lived Experience of Managerialization: Understanding Values Conflict in Non‐profits through a Pragmatic Institutionalism	10
On Gendered Justification: A Framework for Understanding Men's and Women's Entrepreneurial Resource‐Acquisition	10
Towards a Theory of Serendipity: A Systematic Review and Conceptualization	10
‘15 Days to Slow the Spread’: Covid‐19 and Collective Resilience	10
(When) Are Dynamic Capabilities Routine? A Mixed‐Methods Configurational Analysis	10
Lessons from the Losing: Implications of the COVID‐19 Pandemic for Organizational Diversity Scholarship and Practice	9
No Need to Know It All: Implications of COVID‐19 for Corporate Communication Research	9
Integrating Diversity into Distance Research for Added Rigor, Parsimony, and Relevance	9
The Millennial ‘Meh’: Correlated Groups as Collective Agents in the Automobile Field	9
Shifting Team Research after COVID‐19: Evolutionary and Revolutionary Change	9
The Tragic Failings of Political CSR: A Damning Verdict from the Indigenous Pehuenche Highlands in Chile	9
Can you Speak Covid‐19? Languages and Social Inequality in Management Studies	9
Coming Apart While Scaling Up – Adoption of Logics and the Fragmentation of Organizational Identity in Science‐Based Ventures	8
Opportunity or Threat? Exploring Middle Manager Roles in the Face of Digital Transformation	8
Researching the Post‐Pandemic Professional Service Firm: Challenging our Assumptions	8
Can Corporate Social Responsibility Lead to Social License? A Sentiment and Emotion Analysis	8
Problem Solving or Responsibility Avoidance? The Role of CEO Internal Attribution Tendency in Shaping Corporate Downsizing in Response to Performance Shortfalls	8
Distance as Diversity: Two Sides of the Same Coin?	8
Learning Theory: The Pandemic Research Challenge	8
Organizational Stigma: Taking Stock and Opening New Areas for Research	8
Reverse Knowledge Flows: How and When Do Preparation and Reintegration Facilitate Repatriate Knowledge Transfer?	8
COVID‐19 and the Scope of the Firm	7
Perceived Organizational Purpose: Systematic Literature Review, Construct Definition, Measurement and Potential Employee Outcomes	7
The Role of Space and Place in Organizational and Institutional Change: A Systematic Review of the Literature	7
A Blessing and a Curse: Institutional Embeddedness of Longstanding MNE Subsidiaries in Emerging Markets	7
Great Successes and Great Failures: The Impact of Project Leader Status on Project Performance and Performance Extremeness	7
A Simple Rule is Born: How CEOs Distill Heuristics	7
Kiss‐Up‐Kick‐Down to Get Ahead: A Resource Perspective on How, When, Why, and With Whom Middle Managers Use Ingratiatory and Exploitative Behaviours to Advance Their Careers	7
Straight OUTTA Detroit: Embracing Stigma as Part of the Entrepreneurial Narrative	7
Once a Founder, Always a Founder? The Role of External Former Founders in Corporate Boards	7
When Three’s (Good) Company: Third‐Party Friendships on Cooperation across Departments	7
Contextual and Interactional Approaches to Advancing Leadership and Entrepreneurship Research	6
When More is Less: Quality and Variety Trade‐off in Sharing Economy Platforms	6
CEO–TMT Congruence in Growth‐Need Strength and Firm Growth	6
Walling in and Walling out: Middle Managers' Boundary Work	6
‘We're all Born Naked and the Rest is Drag’: Spectacularization of Core Stigma in RuPaul's Drag Race	6
Business Model Research: Past, Present, and Future	6
Organizational Dischronization: On Meaning and Meaninglessness, Sensemaking and Nonsensemaking	6
Professional Identity Threats in Interprofessional Collaborations: A Case of Architects in Professional Service Firms	6
From Seats at the Table to Voices in the Discussion: Antecedents of Underrepresented Director Participation in Board Meetings	6
Two Cheers for RRBM, Pasteur’s Quadrant, and an Application of RRBM to the Commercialization of Science and Technology Transfer	6
Missing the Impact in Impact Investing Research – A Systematic Review and Critical Reflection of the Literature	6
Host Country Politics and Internationalization: A Meta‐Analytic Review	6
Multiple‐Principal Demands and CEO Compliance in Emerging Market State‐Owned Enterprises	6
Lost and Found in Translation: How Firms Use Anisomorphism to Manage the Institutional Complexity of CSR	6
Nevertheless, They Persisted: How Patterns of Opposition and Support Shaped the Survival of U.S. Abortion Clinics	6
How to Build a Network that Facilitates Firm‐level Innovation: An Integration of Structural and Managerial Perspectives	5
Burning Down the House: COVID‐19 and Institutions	5
The Heuristics and Biases of Top Managers: Past, Present, and Future	5
No, I Do Belong: How Asian American and Asian Canadian Professionals Defy and Counter Workplace Racial Violence during COVID‐19	5
How are Competing Logics Combined in Managerial Teams? The Impact of Branch Founding Team Hybridity on the Growth of Islamic Bank Branches in Turkey, 2002–19	5
Strategic Practice Drift: How Open Strategy Infiltrates the Strategy Process	5
What's in a Name? How Senior Managers use Name‐Based Heuristics to Allocate Financial Resources in Multinational Corporations	5
Floodlight or Spotlight? Public Attention and the Selective Disclosure of Environmental Information	5
Towards Stronger Causal Claims in Management Research: Causal Triangulation Instead of Causal Identification	5
Employee‐CSR Tensions: Drivers of Employee (Dis)Engagement with Contested CSR Initiatives	5
The Future of the Corporation	5
Unified Divergence and the Development of Collective Leadership	5
Corporate Political Activities and the SEC's Oversight Role in the IPO Process	5
Untangling Goal Tensions in Family Firms: A Sensemaking Approach	5
Community Inclusion under Systemic Inequality: How For‐Profit Businesses Pursue Social Purpose	5
Incomplete Institutional Change and the Persistence of Racial Inequality: The Contestation of Institutional Misalignment in South Africa*	5
Behavioural Agency and Firm Productivity: Revisiting the Incentive Alignment Qualities of Stock Options	5
The Impact of Sustainable Investing: A Multidisciplinary Review	5
Changing the Scholarly Conversation: What it Means, Why it Matters, and How to Approach it in Micro Research	5
Linking Experience to Intuition and Cognitive Versatility in New Venture Ideation: A Dual‐Process Perspective	5
Imagining a Place for Sustainability Management: An Early Career Call for Action	4
How Does CEO Decision Style Influence Firm Performance? The Mediating Role of Speed and Innovativeness in New Product Development	4
Rhetoric, Risk, and Investment: Letting the Numbers Speak for Themselves	4
Values‐based Trust as a Shift Parameter for Collective Organizing: The Case of Magnum Photos	4
Theorizing the Grey Area between Legitimacy and Illegitimacy	4
How Political Actors Co‐Construct CSR and its Effect on Firms' Political Access: A Discursive Institutionalist View	4
Have a Go or Lay Low? Predicting Firms’ Rhetorical Commitment versus Avoidance in Response to Polylithic Governmental Pressures	4
How Social Structures Influence the Labour Market Participation of Individuals with Mental Illness: A Bourdieusian Perspective	4
Dynamic Capabilities and MNE Global Strategy: A Systematic Literature Review‐Based Novel Conceptual Framework	4
Buddhist Entrepreneurs, Managerial Attention Allocation, and New Ventures' Access to External Resources	4
The Effects of Objective and Subjective Social Class on Leadership Emergence	4
Configuring International Growth of Emerging Market Multinational Enterprises: A Compositional Springboarding View in the Context of India	4
The Management of Socio‐Political Issues and Environments: Toward a Research Agenda for Corporate Socio‐Political Engagement	4
Reining in Reviewer Two: How to Uphold Epistemic Respect in Academia	4
How Professionals Adapt to Artificial Intelligence: The Role of Intertwined Boundary Work	4
Double Trouble: Containing Public Disapproval Arising from an Interplay of Stigmatized Categories	4
The Role of Organizational Structure in Senior Managers' Selective Information Processing	4
Overcoming the Incumbent Dilemma: The Dual Roles of Multimarket Contact During Disruption	4
Lifestyle Entrepreneurship: Literature Review and Future Research Agenda	4
Technological Entry, Redeployability, and Firm Value	4
Leaders' Networking Behaviours in a Time of Crisis: A Qualitative Study on the Frontline against COVID‐19	4
Family Control, Political Risk and Employment Security: A Cross‐National Study	4
Why Do Some Multinational Firms Respond Better Than Others to the Hostility of Host Governments? Proximal Embedding and the Side Effects of Local Partnerships	4
An Integrative Model of the Role of Structural, Behavioural, and Cognitive Coordination in Intergroup Effectiveness: How Middle Managers Play a Role	3
Take it from the Top: How Intensity ofTMTJoint Problem Solving and Levels of Interdependence Influence Quality of Strategy Implementation Coordination and Firm Performance	3
Re‐Evaluating the Offshoring Decision: A Behavioural Approach to the Role of Performance Discrepancy	3
Place in Entrepreneurial Storytelling: A Study of Cultural Entrepreneurship in a Deprived Context	3
Dissonance, Reflection and Reframing: Unpacking the Black Box of Motivation Internalization	3
Defusing Digital Disruption Through Creative Accumulation: Technology‐Induced Innovation in Professional Service Firms	3