OOIR: Observatory of International Research

Papers

(The median citation count of Long Range Planning is 5. 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.)

Article	Citations
Digital platforms’ boundaries: The interplay of firm scope, platform sides, and digital interfaces	218
Strategizing in a digital world: Overcoming cognitive barriers, reconfiguring routines and introducing new organizational forms	153
What explains the resilience of SMEs? Ambidexterity capability and strategic consistency	102
The ecosystem blueprint: How firms shape the design of an ecosystem according to the surrounding conditions	72
A motivation and ability perspective on engagement in emerging digital technologies: The case of Internet of Things solutions	70
Top management team characteristics and digital innovation: Exploring digital knowledge and TMT interfaces	69
A call for action: The impact of business model innovation on business ecosystems, society and planet	68
Scale-up modes: Profiling activity configurations in scaling strategies	56
A microfoundational perspective of organizational ambidexterity: Critical review and research directions	55
Customer complementarity in the digital space: Exploring Amazon’s business model diversification	52
In search of complementarities within and across platform ecosystems: Complementors’ relative standing and performance in mobile apps ecosystems	50
The value of a firm’s engagement in ESG practices: Are we looking at the right side?	47
Humanizing strategy	45
Disentangling combinations and contingencies of generic strategies: A set-theoretic configurational approach	44
The persistence of platforms: The role of network, platform, and complementor attributes	43
Leadership and business model innovation in late internationalizing SMEs	42
The origins of SWOT analysis	41
Emotion in strategic management: A review and future research agenda	37
Chief digital officers: An exploratory analysis of their emergence, nature, and determinants	36
Board of directors structure and firm financial performance: A qualitative comparative analysis	36
Ecosystem leadership as a dynamic capability	35
Strategic leadership in organizational crises: A review and research agenda	35
Slicing the cake without baking it: Opportunistic platform entry strategies in digital markets	34
The dual effect of board gender diversity on R&D investments	33
Complements or substitutes? A microfoundations perspective on the interplay between drivers of ambidexterity in SMEs	33

The multi-level effects of corporate entrepreneurial orientation on business unit radical innovation and financial performance	33
Boon or curse? A contingent view on the relationship between strategic planning and organizational ambidexterity	32
Behind ambidextrous search: The microfoundations of search in family and non-family firms	31
The role of political ties and political uncertainty in corporate innovation	30
Micro-foundations of strategic decision-making in family business organisations: A cognitive neuroscience perspective	28
Framing the multifaceted nature of design thinking in addressing different innovation purposes	28
Does exposure to a traumatic event make organizations resilient?	27
Home country institutions and exports of firms in transition economies: Does innovation matter?	25
Why and when female directors are less engaged in their board duties: An interface perspective	25
Dynamic capabilities and high-tech entrepreneurial ventures’ performance in the aftermath of an environmental jolt	24
Credibly reducing information asymmetry: Signaling on economic or environmental value by environmental alliances	23
Exploring the boundaries of business model innovation and firm performance: A meta-analysis	23
A dual-processing view of three cognitive strategies in strategic decision making: Intuition, analytic reasoning, and reframing	23
Toward a resilient complex adaptive system view of business models	22
Institutional support and firms’ entrepreneurial orientation in emerging economies	20
Market reactions to acquisition announcements: The importance of signaling ‘why’ and ‘where’	20
Internal and external interfaces of the executive suite: Advancing research on the porous bounds of strategic leadership	20
Experiential learning, M&A performance, and post-acquisition integration strategy: A meta-analysis	19
Competition network as a source of competitive advantage: The dynamic capability perspective and evidence from China	19
Consolidation and fragmentation in environmental scanning: A review and research agenda	19
Configurational conditions and Sustained Competitive Advantage: A fsQCA approach	19
The interface of the top management team and the board: A dynamic managerial capabilities perspective	18
Cross-border acquisition performance of emerging market multinational enterprises: The moderating role of state-ownership and acquisition experience	18
Advancing post-merger integration studies: A study of a persistent organizational routine and embeddedness in broader societal context	17
Business- and environment-related drivers of firms’ return on natural resources: A configurational approach	17
Strategy implementation: Taking stock and moving forward	16
Strategic alliances for corporate sustainability innovation: The ‘how’ and ‘when’ of learning processes	16
Organizational learning in SMEs’ internationalization: A moderated mediating effect of absorptive capacity	16
The micro-foundations of industrial diversification through foreign acquisitions: The multifaceted role of CEO experience	16
Pluralist perspectives and diverse responses: Exploring multiplexed framing in incumbent responses to digital disruption	16
Now, switch! Individuals’ responses to imposed switches between exploration and exploitation	16
Friend or Foe? CEO gender, political ideology, and gender-pay disparities in executive compensation	15
The risk implications of diversification: Integrating the effects of product and geographic diversification	15
Configuring knowledge connectivity and strategy conditions for foreign subsidiary innovation	14
How digitalization affects the effectiveness of turnaround actions for firms in decline	14
Competitors as advisors: Peer assistance among small business entrepreneurs	13
How strategy professionals develop and sustain an online strategy community – The lessons from Ericsson	13
Organizational transformation: Handling the double-edged sword of urgency	13
Ambidextrous orientation and performance in corporate venture units: A multilevel analysis of CV units in emerging market multinationals	13
The challenge of board composition: Effects of board resource variety and faultlines on the degree of a firm’s international activity	12
Blended ambidexterity: The copresence of modes of ambidexterity in William Demant Holding	12
Leveraging middle managers’ brokerage for corporate entrepreneurship: The role of multilevel social capital configurations	12
How do shareholders influence international firms’ environmental strategies? The differential impact of strategic and financial investors	12
Discursive strategies for internal legitimacy: Narrating the alternative organizational form	12
Family CEO affect and R&D investments of family firms: The moderation effect of family ownership structure	11
Recovering the divide: A review of the big data analytics—strategy relationship	11
Crafting business models for conflicting goals: Lessons from creative service firms	11
Cultural differences in paradoxical tensions in strategy episodes	11
Transforming the music industry: How platformization drives business ecosystem envelopment	10
Dynamic capabilities and ICT utilization in public organizations: An Empirical testing in local government	10

Ambidexterity in family firms: The interplay between family influences within and beyond the executive suite	10
What can we learn from marketers? A bibliometric analysis of the marketing literature on business model research	10
Too good to say goodbye? Effect of stakeholder orientation on the survival of large firms	10
A managerial interfaces perspective for competitive action research	10
Firm-nonprofit collaboration: Explaining the rationale behind firms’ cross-sector partner choices	10
Does order of entry shape competitive strategies? An analysis of European mobile operators	10
Managing coopetition in diversified firms: Insights from a qualitative case study	9
Trade-off among stakeholders: CEO political orientation and corporate social irresponsibility	9
Can you catch two birds with one stone? The impacts of nominating committee composition on board monitoring and resource provision	9
How to beat early movers: The role of competitive strategy and industry dynamism on followers’ performance in the telecommunications industry	9
Relative exploration and firm performance: Exploring curvilinear relationships and the role of industry, instability, and munificence	9
Restructuring in family firms: Balancing family objectives and economic prosperity	9
Does family matter? Ownership, motives and firms’ environmental strategy	9
Similarity perceptions in investor reactions to acquisition announcements	8
Business model diversification: Demand relatedness, entry sequencing, and curvilinearity in the diversification-performance relationship	8
Two heads are safer than one: Changes in CEO duality and venture failure	8
Multiple Time Series Analysis for organizational research	7
Fast and rigorous: Configurational determinants of strategic decision-making balance	7
Setting the tone at the top: How the interface processes of organizational climate and non-TMT Managers' leadership transmit TMT cohesion to employees	7
How does disruptive innovation influence the funding decisions of different venture capital investors? An empirical analysis on the role of startups' communication	7
The divestment-reinvestment sequence in foreign countries: The role of relational vs. transactional ownership	7
Dual strategy process in open strategizing	7
Hitting the ‘reset button’: The role of digital reorientation in successful turnarounds	7
Managing non-family employees’ emotional connection with the family firms via shifting, compensating, and leveraging approaches	7
Ambidextrous working in health and social care services: A configurational view	7
How digital visualizations shape strategy work on the frontlines	7
Responding to Inconsistent Performance Feedback on Multiple Goals: The Contingency Role of Decision Maker's Status in Introducing Changes	7
Strategic renewal: Can it be done profitably?	6
The impact of social class on top managers’ attitudes towards employee downsizing	6
More (new) products, more problems? A systems perspective on increased capability deployment and organizational errors	6
Walking on thin ice: CEOs′ internationalization decisions in underperforming firms	6
Investment attributes and learning from failure in foreign direct investments	6
Preemptive or promotive: The differential impact of strategic leaders’ political connections on firm long-term investment in China	6
Family owners' fear of losing socio-emotional wealth: Implications for firm innovativeness	6
Conjoint effects of interacting strategy-making processes and lines of defense practices in strategic Risk Management: An empirical study	6
Headquarters′ monitoring mechanisms, subsidiaries’ financial slack, and the contingent role of subsidiaries′ external embeddedness	6
Family business system dynamics in the aftermath of in-law entry: A reflection on emotions and strategic change	6
Monitoring the monitor: Enabling strategic change when the former CEO stays on the board	6
Neither complements nor substitutes: Examining the case for coalignment of contract-based and relation-based alliance governance mechanisms in coopetition contexts	6
Learning ‘from’ vs. learning ‘about’ partners in pre-acquisition strategic alliances: The role of familiarity	5
Managing C-suite conflict: The unique impact of internal and external governance interfaces on top management team reflexivity	5
Identifying and managing persisting tensions affecting strategic learning from projects	5
Positive Chair-CEO work relationships: Micro-relational foundations of organizational capabilities	5
Transformer in navigation: Diverse government roles for open innovation in China's high-speed rail	5
When are acquisitions a viable catch-up strategy? Some empirical evidence from China	5
Firm failure and the exploration/exploitation dilemma: The role of firm life cycle	5
When the display of emotion is not enough: An emotion boundary management perspective on the quality of strategic decisions	5
How paradoxical leaders guide their followers to embrace paradox: Cognitive and behavioral mechanisms of paradox mindset development	5
Navigating challenging contexts: Costs and benefits of codified acquisition experience	5
Location-boundedness, investment irreversibility, and divestment of international joint ventures under host market demand uncertainty	5
Corporate decline and turnarounds in times of digitalization	5
The micro-foundations of ambidexterity for corporate social performance: A study on sustainability managers’ response to conflicting goals	5
Fresh in the saddle: The influence of a new CEO's vision and origin, and CEO succession type on market actors' reactions	5
CEO replacement, top management vacancy, and the sequence of top management team changes in high technology turnaround companies	5
Director tenure and contribution to board task performance: A time and contingency perspective	5
Configuring a new business model through conceptual combination: The rise of the Huffington Post	5
Open strategizing on social media: A process model of emotional mechanisms and outcomes from un-orchestrated participation	5