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 2020-04-01 to 2024-04-01.)
ArticleCitations
Barriers and drivers to sustainable business model innovation: Organization design and dynamic capabilities271
Digital platforms’ boundaries: The interplay of firm scope, platform sides, and digital interfaces166
The evolution of platform business models: Exploring competitive battles in the world of platforms116
Strategizing in a digital world: Overcoming cognitive barriers, reconfiguring routines and introducing new organizational forms105
How do chief digital officers pursue digital transformation activities? The role of organization design parameters103
Mapping, analyzing and designing innovation ecosystems: The Ecosystem Pie Model93
Lean startup and the business model: Experimentation revisited85
Lean Startup and the business model: Experimenting for novelty and impact84
What explains the resilience of SMEs? Ambidexterity capability and strategic consistency77
The ecosystem blueprint: How firms shape the design of an ecosystem according to the surrounding conditions59
A motivation and ability perspective on engagement in emerging digital technologies: The case of Internet of Things solutions54
Scale-up modes: Profiling activity configurations in scaling strategies43
A microfoundational perspective of organizational ambidexterity: Critical review and research directions43
Customer complementarity in the digital space: Exploring Amazon’s business model diversification43
A call for action: The impact of business model innovation on business ecosystems, society and planet40
Humanizing strategy38
In search of complementarities within and across platform ecosystems: Complementors’ relative standing and performance in mobile apps ecosystems36
The value of a firm’s engagement in ESG practices: Are we looking at the right side?36
Top management team characteristics and digital innovation: Exploring digital knowledge and TMT interfaces35
Leadership and business model innovation in late internationalizing SMEs34
Disentangling combinations and contingencies of generic strategies: A set-theoretic configurational approach32
Complements or substitutes? A microfoundations perspective on the interplay between drivers of ambidexterity in SMEs30
The persistence of platforms: The role of network, platform, and complementor attributes28
Behind ambidextrous search: The microfoundations of search in family and non-family firms28
Board of directors structure and firm financial performance: A qualitative comparative analysis28
Emotion in strategic management: A review and future research agenda27
Business disruptions and affective reactions: A strategy-as-practice perspective on fast strategic decision making27
Slicing the cake without baking it: Opportunistic platform entry strategies in digital markets27
Chief digital officers: An exploratory analysis of their emergence, nature, and determinants27
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