Long Range Planning

Papers
(The H4-Index of Long Range Planning is 27. 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 2022-05-01 to 2026-05-01.)
ArticleCitations
Editorial Board209
Monitoring the monitor: Enabling strategic change when the former CEO stays on the board183
Family owners' fear of losing socio-emotional wealth: Implications for firm innovativeness137
Organizational identity and performance: An inquiry into nonconforming company names123
Practice the purpose preach! Experimental evidence on the effect of corporate purpose on workers' willingness to go the extra mile110
When are acquisitions a viable catch-up strategy? Some empirical evidence from China84
Top management team characteristics and digital innovation: Exploring digital knowledge and TMT interfaces78
How does disruptive innovation influence the funding decisions of different venture capital investors? An empirical analysis on the role of startups' communication58
Configurational conditions and Sustained Competitive Advantage: A fsQCA approach51
Mergers and acquisitions research: Time for a theory rejuvenation of the field51
Ecosystem leadership as a dynamic capability42
Descendant CEOs and cross-border acquisitions in family firms: The moderating role of family involvement40
Editorial Board39
The boundary conditions for growth: Exploring the non-linear relationship between organic and acquisitive growth and profitability39
Editorial Board39
Editorial Board38
Move fast and break things! innovation-intensive strategy, organizational permissiveness, and corporate wrongdoing38
Outside vs. inside succession: Environmental and organizational contexts, strategic decision, and firm performance36
Emotions in the strategic management of family business organizations: Opening up the black box35
The governance of gig platform organizations in developing countries34
Labour-cost retrenchment strategies in times of crisis: Comparing market reactions to flexible and rigid strategies33
A call for action: The impact of business model innovation on business ecosystems, society and planet32
Towards purposeful strategic planning: A mixed research synthesis across disciplines31
Discursive strategies for internal legitimacy: Narrating the alternative organizational form31
Which partners become targets? The role of location in partner acquisitions30
Why traditional firms from the same industry reject digital transformation: Structural constraints of perception and attention27
Why some are less willing to share: Competitive domains and knowledge transfer in multi-unit organizations27
Director tenure and contribution to board task performance: A time and contingency perspective27
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