Long Range Planning

Papers
(The H4-Index of Long Range Planning is 29. 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 2020-11-01 to 2024-11-01.)
ArticleCitations
Digital platforms’ boundaries: The interplay of firm scope, platform sides, and digital interfaces218
Strategizing in a digital world: Overcoming cognitive barriers, reconfiguring routines and introducing new organizational forms153
What explains the resilience of SMEs? Ambidexterity capability and strategic consistency102
The ecosystem blueprint: How firms shape the design of an ecosystem according to the surrounding conditions72
A motivation and ability perspective on engagement in emerging digital technologies: The case of Internet of Things solutions70
Top management team characteristics and digital innovation: Exploring digital knowledge and TMT interfaces69
A call for action: The impact of business model innovation on business ecosystems, society and planet68
Scale-up modes: Profiling activity configurations in scaling strategies56
A microfoundational perspective of organizational ambidexterity: Critical review and research directions55
Customer complementarity in the digital space: Exploring Amazon’s business model diversification52
In search of complementarities within and across platform ecosystems: Complementors’ relative standing and performance in mobile apps ecosystems50
The value of a firm’s engagement in ESG practices: Are we looking at the right side?47
Humanizing strategy45
Disentangling combinations and contingencies of generic strategies: A set-theoretic configurational approach44
The persistence of platforms: The role of network, platform, and complementor attributes43
Leadership and business model innovation in late internationalizing SMEs42
The origins of SWOT analysis41
Emotion in strategic management: A review and future research agenda37
Chief digital officers: An exploratory analysis of their emergence, nature, and determinants36
Board of directors structure and firm financial performance: A qualitative comparative analysis36
Ecosystem leadership as a dynamic capability35
Strategic leadership in organizational crises: A review and research agenda35
Slicing the cake without baking it: Opportunistic platform entry strategies in digital markets34
The dual effect of board gender diversity on R&D investments33
Complements or substitutes? A microfoundations perspective on the interplay between drivers of ambidexterity in SMEs33
The multi-level effects of corporate entrepreneurial orientation on business unit radical innovation and financial performance33
Boon or curse? A contingent view on the relationship between strategic planning and organizational ambidexterity32
Behind ambidextrous search: The microfoundations of search in family and non-family firms31
The role of political ties and political uncertainty in corporate innovation30
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