OOIR: Observatory of International Research

Papers

(The TQCC of Long Range Planning is 15. 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 2022-06-01 to 2026-06-01.)

Article	Citations
Editorial Board	217
Organizational identity and performance: An inquiry into nonconforming company names	189
Adaptive emergence of platform governance in contexts of underdeveloped markets and informality	142
Monitoring the monitor: Enabling strategic change when the former CEO stays on the board	125
When are acquisitions a viable catch-up strategy? Some empirical evidence from China	110
Family owners' fear of losing socio-emotional wealth: Implications for firm innovativeness	88
Practice the purpose preach! Experimental evidence on the effect of corporate purpose on workers' willingness to go the extra mile	78
Top management team characteristics and digital innovation: Exploring digital knowledge and TMT interfaces	58
Descendant CEOs and cross-border acquisitions in family firms: The moderating role of family involvement	51
Configurational conditions and Sustained Competitive Advantage: A fsQCA approach	51
How does disruptive innovation influence the funding decisions of different venture capital investors? An empirical analysis on the role of startups' communication	43
Mergers and acquisitions research: Time for a theory rejuvenation of the field	41
Ecosystem leadership as a dynamic capability	40
Editorial Board	39
Labour-cost retrenchment strategies in times of crisis: Comparing market reactions to flexible and rigid strategies	39
The boundary conditions for growth: Exploring the non-linear relationship between organic and acquisitive growth and profitability	39
Editorial Board	38
Editorial Board	37
Outside vs. inside succession: Environmental and organizational contexts, strategic decision, and firm performance	35
Move fast and break things! innovation-intensive strategy, organizational permissiveness, and corporate wrongdoing	35
Strategic responses of platform multinational enterprises: Rethinking competition policy through a comparative institutional perspective	34
The governance of gig platform organizations in developing countries	34
Emotions in the strategic management of family business organizations: Opening up the black box	32
A call for action: The impact of business model innovation on business ecosystems, society and planet	31
Discursive strategies for internal legitimacy: Narrating the alternative organizational form	30

Which partners become targets? The role of location in partner acquisitions	28
Why some are less willing to share: Competitive domains and knowledge transfer in multi-unit organizations	27
Towards purposeful strategic planning: A mixed research synthesis across disciplines	27
Why traditional firms from the same industry reject digital transformation: Structural constraints of perception and attention	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
Institutional work of SMEs in coopetition: Developing competence diversity in a resource- scarce environment	25
Managing C-suite conflict: The unique impact of internal and external governance interfaces on top management team reflexivity	25
Organizational learning in SMEs’ internationalization: A moderated mediating effect of absorptive capacity	23
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
Family CEO affect and R&D investments of family firms: The moderation effect of family ownership structure	22
Editorial Board	20
The dynamics of union-management collaboration during postmerger integration	20
Letting go or pushing forward: Director death and firm risk-taking	20
The competitive effects of financial and fiscal institutional arbitrage opportunities: Evidence from cross-border M&AS	19
Reaching beyond the acquirer-target dyad in M&A – Linkages to external knowledge sources and target firm valuation	19
Predicting acquisition specific goodwill write-downs	19
Creating high-quality innovations in China: The role of political ties and formal institutions	19
Generalizing event studies using synthetic controls: An application to the Dollar Tree–Family Dollar acquisition	18
Editorial Board	18
Editorial Board	18
Strength in numbers: Scale, scope, and performance in multipartner alliances	18
Embracing outward FDI while continuing exports? The impact of heterogeneity and vulnerability in family firms	18
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
Boon or bane of open value creation: The impact of business model design and relational trust on competitive advantage	17
The multifaceted government influence on CSR activities: CSR decoupling in an emerging market	17
How strategic alliances shape problemistic search intensity: Evidence from responses to social and historical underperformance	17
Corporate decline and turnarounds in times of digitalization	17
Editorial Board	16
Strategy as engagement: What organization strategy can learn from military strategy	16
Meaning is in the eye of the beholder: Reconciling business model design with customer meaning-making	16
The wisdom and madness of crowds: How information networks and board cognition help or hinder firm performance across the business cycle	16
How family CEOs affect employees’ feelings and behaviors: A study on positive emotions	16
Framing circularity in an AI ecosystem: Aligning purpose, strategy, and governance	16
Editorial Board	16
What to teach when we teach digital strategy? An exploration of the nascent field	15
Who sits at the table? LinkedIn exposure shapes managers’ situated attention and strategic preferences	15
Friend or Foe? CEO gender, political ideology, and gender-pay disparities in executive compensation	15
To attack or not attack? The role of relative status, awareness, and motivation	15