OOIR: Observatory of International Research

Papers

(The TQCC of Journal of Management Studies is 12. 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 2020-04-01 to 2024-04-01.)

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
COVID‐19 and the New Technologies of Organizing: Digital Exhaust, Digital Footprints, and Artificial Intelligence in the Wake of Remote Work	107
Social Entrepreneurship and COVID‐19	107
Entrepreneurial Hustle: Navigating Uncertainty and Enrolling Venture Stakeholders through Urgent and Unorthodox Action	96
Sensemaking in the Time of COVID‐19	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
How COVID‐19 Informs Business Sustainability Research: It’s Time for a Systems Perspective	68
Strategic Management Theory in a Post‐Pandemic and Non‐Ergodic World	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
Grand Challenges, Covid‐19 and the Future of Organizational Scholarship	61
Writing Impactful Review Articles	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
Grand Societal Challenges and Responsible Innovation	53
Identity and Identification During and After the Pandemic: How Might COVID‐19 Change the Research Questions we Ask?	53
Implications of the COVID‐19 Pandemic for Gender Equity Issues at Work	52
Corporate Social Responsibility Research in the Journal of Management Studies: A Shift from a Business‐Centric to a Society‐Centric Focus	49
Corporate Purpose Needs Democracy	49
Decolonizing Management Theory: A Critical Perspective	48
Family Business Restructuring: A Review and Research Agenda	46
COVID‐19 and Global Governance	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
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
Building Responsible Innovation in International Organizations through Intrapreneurship	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
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
Next Generation External Venturing Practices in Family Owned Businesses	31
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
Covid‐19 and Our Understanding of Risk, Emergencies, and Crises	30
Regulated Dependence: Platform Workers’ Responses to New Forms of Organizing	29
Hybrid Context, Management Practices and Organizational Performance: A Configurational Approach	28
Temporal Strategies and Firms’ Speedy Responses to COVID‐19	28
The Relationship Between Team Deep‐Level Diversity and Team Performance: A Meta‐Analysis of the Main Effect, Moderators, and Mediating Mechanisms	27
The Sharing Economy and Business Model Design: A Configurational Approach	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
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
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

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
Hubristic Start‐up Founders – The Neglected Bright and Inevitable Dark Manifestations of Hubristic Leadership in New Venture Creation Processes	23
Covid‐19 and The Study of Professionals and Professional Work	23
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
Middle Managers' Struggle Over Their Subject Position in Open Strategy Processes	22
The Mobilization of Noncooperative Spaces: Reflections from Rohingya Refugee Camps	20
International Management as Management of Diversity: Reconceptualizing Distance as Diversity	20
From ‘Publish or Perish’ to Societal Impact: Organizational Repurposing Towards Responsible Innovation through Creating a Medical Platform	20
Hard and Soft Integration: Towards a Dynamic Model of Post‐Acquisition Integration	19
System‐Spanning Values Work and Entrepreneurial Growth in Family Firms	19
Acquirers’ Reception of Signals in M&A Markets: Effects of Acquirer Experiences on Target Selection	19
Understanding Scientific Freedom and Scientific Responsibility in Business and Management Research	19
Strategic Decision Making in the Digital Age: Expert Sentiment and Corporate Capital Allocation	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
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
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
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