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 2022-05-01 to 2026-05-01.)

Article	Citations
Editorial Board	209
Monitoring the monitor: Enabling strategic change when the former CEO stays on the board	183
Family owners' fear of losing socio-emotional wealth: Implications for firm innovativeness	137
Organizational identity and performance: An inquiry into nonconforming company names	123
Practice the purpose preach! Experimental evidence on the effect of corporate purpose on workers' willingness to go the extra mile	110
When are acquisitions a viable catch-up strategy? Some empirical evidence from China	84
Top management team characteristics and digital innovation: Exploring digital knowledge and TMT interfaces	78
How does disruptive innovation influence the funding decisions of different venture capital investors? An empirical analysis on the role of startups' communication	58
Mergers and acquisitions research: Time for a theory rejuvenation of the field	51
Configurational conditions and Sustained Competitive Advantage: A fsQCA approach	51
Ecosystem leadership as a dynamic capability	42
Descendant CEOs and cross-border acquisitions in family firms: The moderating role of family involvement	40
Editorial Board	39
Editorial Board	39
The boundary conditions for growth: Exploring the non-linear relationship between organic and acquisitive growth and profitability	39
Editorial Board	38
Move fast and break things! innovation-intensive strategy, organizational permissiveness, and corporate wrongdoing	38
Outside vs. inside succession: Environmental and organizational contexts, strategic decision, and firm performance	36
Emotions in the strategic management of family business organizations: Opening up the black box	35
The governance of gig platform organizations in developing countries	34
Labour-cost retrenchment strategies in times of crisis: Comparing market reactions to flexible and rigid strategies	33
A call for action: The impact of business model innovation on business ecosystems, society and planet	32
Towards purposeful strategic planning: A mixed research synthesis across disciplines	31
Discursive strategies for internal legitimacy: Narrating the alternative organizational form	31
Which partners become targets? The role of location in partner acquisitions	30

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

Target CEO’s optimism, acquisition pricing and completion	12
A review of cognitive biases in strategic decision making	12
Rethinking new venture growth: A time series cluster analysis of biotech startups’ heterogeneous growth trajectories	12
An evolutionary perspective on capabilities for fluid product-markets: The contingent effects of routinization and renewal in marketing, R&D, and operations	12
The impact of digitalization on internationalization from an internalization theory lens	11
Editorial Board	11
Emotion in strategic management: A review and future research agenda	11
Bounded-born globals: Rethinking internationalization in the platform economy	11
Project managers and decision making: Conditional cognitive switching and rationally stepping up	11
From start to stardom: The impact of resource allocation strategies on new venture survival and growth	11
Strategic renewal: Can it be done profitably?	11
Editorial Board	11
Towards a more inclusive notion of values in acquisition research	11
Follow the Tide? Firms’ exploration and spatial competition in the product space	11
Managing coopetition in diversified firms: Insights from a qualitative case study	10
Enhancing scenario originality: A conceptual framework for leveraging self-transcending knowledge in scenario development	10
Operating synergy and post-acquisition integration in corporate acquisitions: A resource reconfiguration perspective	10
Career concerns of young and old CEOs: Their effect on R&D spending in the software industry	10
Learning ‘from’ vs. learning ‘about’ partners in pre-acquisition strategic alliances: The role of familiarity	10
In the eye of the beholder: Stakeholder perceived value in sustainable business models	10
How do shareholders influence international firms’ environmental strategies? The differential impact of strategic and financial investors	10
The regional and temporal nature of hypercompetition	10
Deliberate simple rule creation and use: Activities and challenges	9
How digitalization affects the effectiveness of turnaround actions for firms in decline	9
Editorial Board	9
Editorial Board	9
How does digital new venture's customer orientation enhance strategic agility? The roles of strategic learning	9
Editorial Board	9
The value of a firm’s engagement in ESG practices: Are we looking at the right side?	9
Business model diversification: Demand relatedness, entry sequencing, and curvilinearity in the diversification-performance relationship	9
Acquisition integration capabilities and organizational design	8
Too much of a good thing: Addressing the shape of relationship between positive media sentiment and IPO performance	8
How international physical presence and infrastructure differences moderate the link between digital internationalization and MNE performance	8
Does big three ownership affect the strategic propensity to reinvest or distribute cash flow? Evidence from the UK and Sweden	8
Preemptive or promotive: The differential impact of strategic leaders’ political connections on firm long-term investment in China	8
Mission statement and social impact: Shedding light on the contribution of Italian B corps to society	8
Recovering the divide: A review of the big data analytics—strategy relationship	8
Digital platforms, internal digitalization, and internationalization of SMES	8
Exploring the boundaries of business model innovation and firm performance: A meta-analysis	8
Positive Chair-CEO work relationships: Micro-relational foundations of organizational capabilities	8
A turn of events: The case of the repurchase of Champagne Taittinger	7
What drives integration teams to achieve high integration process performance in absorption acquisitions? A configurational analysis	7
Scratching the surface: Multinational enterprises and federalist political systems	7
Multiple goal conflicts and exploratory innovation: Does alignment between team and organization help or hurt?	7
Investment attributes and learning from failure in foreign direct investments	7
Managing open strategy in public-private sector business model innovation: Closing to open and opening to close as intertemporal dualities	7
The dual-edged sword effect of reciprocal information exchanges within partnerships on performance: The mediating role of creativity	6
Strategic governance of blockchain platforms: From centralized to open source control systems	6
Rivalry enablers in ecosystems: The role of dominant operating system platform openness across diverse national contexts	6
International production in the age of platform multinationals	6
The origins of SWOT analysis	6
Identifying and managing persisting tensions affecting strategic learning from projects	6
Absorptive capacity components: Performance effects in related and unrelated diversification	6
Sustaining authenticity while enabling adaptation: Discursively navigating strategy-identity tensions over time	6
Performance implications of a corporate political strategy in Chinese firms: State versus market logics in different institutional settings	6