OOIR: Observatory of International Research

Papers

(The median citation count of Long Range Planning is 6. 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 2022-01-01 to 2026-01-01.)

Article	Citations
Editorial Board	177
Organizational identity and performance: An inquiry into nonconforming company names	153
Practice the purpose preach! Experimental evidence on the effect of corporate purpose on workers' willingness to go the extra mile	121
When are acquisitions a viable catch-up strategy? Some empirical evidence from China	106
Monitoring the monitor: Enabling strategic change when the former CEO stays on the board	93
Family owners' fear of losing socio-emotional wealth: Implications for firm innovativeness	72
Top management team characteristics and digital innovation: Exploring digital knowledge and TMT interfaces	69
How does disruptive innovation influence the funding decisions of different venture capital investors? An empirical analysis on the role of startups' communication	64
Descendant CEOs and cross-border acquisitions in family firms: The moderating role of family involvement	62
Mergers and acquisitions research: Time for a theory rejuvenation of the field	58
Configurational conditions and Sustained Competitive Advantage: A fsQCA approach	53
Ecosystem leadership as a dynamic capability	51
Outside vs. inside succession: Environmental and organizational contexts, strategic decision, and firm performance	50
The boundary conditions for growth: Exploring the non-linear relationship between organic and acquisitive growth and profitability	46
Editorial Board	43
Editorial Board	38
Move fast and break things! innovation-intensive strategy, organizational permissiveness, and corporate wrongdoing	37
Editorial Board	37
The governance of gig platform organizations in developing countries	36
A call for action: The impact of business model innovation on business ecosystems, society and planet	35
Emotions in the strategic management of family business organizations: Opening up the black box	35
Labour-cost retrenchment strategies in times of crisis: Comparing market reactions to flexible and rigid strategies	34
Which partners become targets? The role of location in partner acquisitions	33
Why traditional firms from the same industry reject digital transformation: Structural constraints of perception and attention	32
Towards purposeful strategic planning: A mixed research synthesis across disciplines	32

Director tenure and contribution to board task performance: A time and contingency perspective	30
Political entrepreneurs and the perils of the top office	28
Discursive strategies for internal legitimacy: Narrating the alternative organizational form	28
Fast and rigorous: Configurational determinants of strategic decision-making balance	27
Why some are less willing to share: Competitive domains and knowledge transfer in multi-unit organizations	26
Managing C-suite conflict: The unique impact of internal and external governance interfaces on top management team reflexivity	25
The impact of firms’ going public mode and capital market liability of foreignness on their choice of jurisdiction in the United States	25
Walking on thin ice: CEOs′ internationalization decisions in underperforming firms	24
Family CEO affect and R&D investments of family firms: The moderation effect of family ownership structure	23
Organizational learning in SMEs’ internationalization: A moderated mediating effect of absorptive capacity	23
Internal and external interfaces of the executive suite: Advancing research on the porous bounds of strategic leadership	22
The dynamics of union-management collaboration during postmerger integration	22
Leadership and business model innovation in late internationalizing SMEs	22
Predicting acquisition specific goodwill write-downs	22
Editorial Board	21
Embracing outward FDI while continuing exports? The impact of heterogeneity and vulnerability in family firms	20
Letting go or pushing forward: Director death and firm risk-taking	20
Creating high-quality innovations in China: The role of political ties and formal institutions	20
Reaching beyond the acquirer-target dyad in M&A – Linkages to external knowledge sources and target firm valuation	19
The competitive effects of financial and fiscal institutional arbitrage opportunities: Evidence from cross-border M&AS	19
Editorial Board	19
Chief digital officers: An exploratory analysis of their emergence, nature, and determinants	18
Editorial Board	18
Strength in numbers: Scale, scope, and performance in multipartner alliances	18
The multifaceted government influence on CSR activities: CSR decoupling in an emerging market	17
Meaning is in the eye of the beholder: Reconciling business model design with customer meaning-making	17
Do board interlocks affect the frequency and pace of cross-border acquisitions by emerging market firms?	17
When less may be more: A dyadic view of franchise contracts	17
How strategic alliances shape problemistic search intensity: Evidence from responses to social and historical underperformance	16
Generalizing event studies using synthetic controls: An application to the Dollar Tree–Family Dollar acquisition	16
Boon or bane of open value creation: The impact of business model design and relational trust on competitive advantage	16
How family CEOs affect employees’ feelings and behaviors: A study on positive emotions	15
Corporate decline and turnarounds in times of digitalization	15
The interactions of multidimensional corporate reputations and disaster donation strategies: How a firm can be known for its sense of social responsibility embodied in disaster donations	15
Home country institutions and nonmarket political strategy effects on EMNE foreign location choice	15
To attack or not attack? The role of relative status, awareness, and motivation	15
Who sits at the table? LinkedIn exposure shapes managers’ situated attention and strategic preferences	14
Strategy as engagement: What organization strategy can learn from military strategy	14
Editorial Board	14
What to teach when we teach digital strategy? An exploration of the nascent field	14
Strategic alliances for corporate sustainability innovation: The ‘how’ and ‘when’ of learning processes	13
The wisdom and madness of crowds: How information networks and board cognition help or hinder firm performance across the business cycle	13
Willingness to include: Enabling pro-social strategies in private settings	13
Fooled by the hype? The influence of technology hype on acquisition premiums in digital M&As	13
Resilience in Top Management Teams: Responding to crisis by focusing on the future	13
Editorial Board	13
Friend or Foe? CEO gender, political ideology, and gender-pay disparities in executive compensation	13
The impact of social class on top managers’ attitudes towards employee downsizing	13
Editorial Board	12
Rethinking new venture growth: A time series cluster analysis of biotech startups’ heterogeneous growth trajectories	12

Editorial Board	12
Target CEO’s optimism, acquisition pricing and completion	12
Strategic renewal: Can it be done profitably?	11
Editorial Board	11
The impact of digitalization on internationalization from an internalization theory lens	11
Project managers and decision making: Conditional cognitive switching and rationally stepping up	11
A review of cognitive biases in strategic decision making	11
Bounded-born globals: Rethinking internationalization in the platform economy	11
Editorial Board	11
An evolutionary perspective on capabilities for fluid product-markets: The contingent effects of routinization and renewal in marketing, R&D, and operations	11
Ambidexterity in family firms: The interplay between family influences within and beyond the executive suite	10
Learning ‘from’ vs. learning ‘about’ partners in pre-acquisition strategic alliances: The role of familiarity	10
Emotion in strategic management: A review and future research agenda	10
Managing coopetition in diversified firms: Insights from a qualitative case study	10
Towards a more inclusive notion of values in acquisition research	10
Career concerns of young and old CEOs: Their effect on R&D spending in the software industry	10
From start to stardom: The impact of resource allocation strategies on new venture survival and growth	10
Enhancing scenario originality: A conceptual framework for leveraging self-transcending knowledge in scenario development	10
How do shareholders influence international firms’ environmental strategies? The differential impact of strategic and financial investors	10
Fresh in the saddle: The influence of a new CEO's vision and origin, and CEO succession type on market actors' reactions	10
The regional and temporal nature of hypercompetition	10
How does digital new venture's customer orientation enhance strategic agility? The roles of strategic learning	9
Business model diversification: Demand relatedness, entry sequencing, and curvilinearity in the diversification-performance relationship	9
How digitalization affects the effectiveness of turnaround actions for firms in decline	9
In the eye of the beholder: Stakeholder perceived value in sustainable business models	9
Deliberate simple rule creation and use: Activities and challenges	9
The value of a firm’s engagement in ESG practices: Are we looking at the right side?	9
Operating synergy and post-acquisition integration in corporate acquisitions: A resource reconfiguration perspective	9
Editorial Board	9
Recovering the divide: A review of the big data analytics—strategy relationship	8
Does big three ownership affect the strategic propensity to reinvest or distribute cash flow? Evidence from the UK and Sweden	8
Acquisition integration capabilities and organizational design	8
Preemptive or promotive: The differential impact of strategic leaders’ political connections on firm long-term investment in China	8
The dual effect of board gender diversity on R&D investments	8
Editorial Board	8
Editorial Board	8
Digital platforms, internal digitalization, and internationalization of SMES	8
Mission statement and social impact: Shedding light on the contribution of Italian B corps to society	7
Positive Chair-CEO work relationships: Micro-relational foundations of organizational capabilities	7
Exploring the boundaries of business model innovation and firm performance: A meta-analysis	7
The challenge of board composition: Effects of board resource variety and faultlines on the degree of a firm’s international activity	7
Too much of a good thing: Addressing the shape of relationship between positive media sentiment and IPO performance	7
Investment attributes and learning from failure in foreign direct investments	7
Strategic leadership in organizational crises: A review and research agenda	7
Multiple goal conflicts and exploratory innovation: Does alignment between team and organization help or hurt?	7
Identifying and managing persisting tensions affecting strategic learning from projects	6
Home country institutions and exports of firms in transition economies: Does innovation matter?	6
The dual-edged sword effect of reciprocal information exchanges within partnerships on performance: The mediating role of creativity	6
Sustaining authenticity while enabling adaptation: Discursively navigating strategy-identity tensions over time	6
Strategic governance of blockchain platforms: From centralized to open source control systems	6
Scratching the surface: Multinational enterprises and federalist political systems	6
Absorptive capacity components: Performance effects in related and unrelated diversification	6
What drives integration teams to achieve high integration process performance in absorption acquisitions? A configurational analysis	6