OOIR: Observatory of International Research

Papers

(The TQCC of Long Range Planning is 16. 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 2022-08-01 to 2026-08-01.)

Article	Citations
Editorial Board	219
Organizational identity and performance: An inquiry into nonconforming company names	149
When are acquisitions a viable catch-up strategy? Some empirical evidence from China	138
Practice the purpose preach! Experimental evidence on the effect of corporate purpose on workers' willingness to go the extra mile	114
Family owners' fear of losing socio-emotional wealth: Implications for firm innovativeness	102
Adaptive emergence of platform governance in contexts of underdeveloped markets and informality	85
Mergers and acquisitions research: Time for a theory rejuvenation of the field	62
How does disruptive innovation influence the funding decisions of different venture capital investors? An empirical analysis on the role of startups' communication	55
Descendant CEOs and cross-border acquisitions in family firms: The moderating role of family involvement	54
Configurational conditions and Sustained Competitive Advantage: A fsQCA approach	45
Emotions in the strategic management of family business organizations: Opening up the black box	42
Ecosystem leadership as a dynamic capability	42
Labour-cost retrenchment strategies in times of crisis: Comparing market reactions to flexible and rigid strategies	42
Editorial Board	41
Editorial Board	40
Move fast and break things! innovation-intensive strategy, organizational permissiveness, and corporate wrongdoing	37
Outside vs. inside succession: Environmental and organizational contexts, strategic decision, and firm performance	36
Strategic responses of platform multinational enterprises: Rethinking competition policy through a comparative institutional perspective	35
Stars in the fog: Michelin-starred restaurants trajectories during the Covid-19 pandemic	34
The governance of gig platform organizations in developing countries	32
The boundary conditions for growth: Exploring the non-linear relationship between organic and acquisitive growth and profitability	32
A call for action: The impact of business model innovation on business ecosystems, society and planet	31
Which partners become targets? The role of location in partner acquisitions	29
Towards purposeful strategic planning: A mixed research synthesis across disciplines	27
Director tenure and contribution to board task performance: A time and contingency perspective	27

Discursive strategies for internal legitimacy: Narrating the alternative organizational form	27
Why traditional firms from the same industry reject digital transformation: Structural constraints of perception and attention	27
The impact of firms’ going public mode and capital market liability of foreignness on their choice of jurisdiction in the United States	26
Why some are less willing to share: Competitive domains and knowledge transfer in multi-unit organizations	26
Institutional work of SMEs in coopetition: Developing competence diversity in a resource- scarce environment	25
Political entrepreneurs and the perils of the top office	25
Organizational learning in SMEs’ internationalization: A moderated mediating effect of absorptive capacity	24
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
Editorial Board	23
Letting go or pushing forward: Director death and firm risk-taking	23
Embracing outward FDI while continuing exports? The impact of heterogeneity and vulnerability in family firms	22
Creating high-quality innovations in China: The role of political ties and formal institutions	21
Predicting acquisition specific goodwill write-downs	20
The competitive effects of financial and fiscal institutional arbitrage opportunities: Evidence from cross-border M&AS	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	20
Boon or bane of open value creation: The impact of business model design and relational trust on competitive advantage	19
Strength in numbers: Scale, scope, and performance in multipartner alliances	19
How strategic alliances shape problemistic search intensity: Evidence from responses to social and historical underperformance	19
Editorial Board	19
Editorial Board	19
When less may be more: A dyadic view of franchise contracts	18
Conditioning the Pollution Haven Hypothesis: Climate Policies, Transaction Costs, and Sunset Industry Firms’ Cross-Border Acquisitions	18
Meaning is in the eye of the beholder: Reconciling business model design with customer meaning-making	18
Corporate decline and turnarounds in times of digitalization	18
Generalizing event studies using synthetic controls: An application to the Dollar Tree–Family Dollar acquisition	18
Do board interlocks affect the frequency and pace of cross-border acquisitions by emerging market firms?	18
The multifaceted government influence on CSR activities: CSR decoupling in an emerging market	18
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	17
Editorial Board	17
The wisdom and madness of crowds: How information networks and board cognition help or hinder firm performance across the business cycle	17
How family CEOs affect employees’ feelings and behaviors: A study on positive emotions	17
Editorial Board	17
To attack or not attack? The role of relative status, awareness, and motivation	16
What to teach when we teach digital strategy? An exploration of the nascent field	16
Fooled by the hype? The influence of technology hype on acquisition premiums in digital M&As	16
Strategic alliances for corporate sustainability innovation: The ‘how’ and ‘when’ of learning processes	16
Framing circularity in an AI ecosystem: Aligning purpose, strategy, and governance	16
Strategy as engagement: What organization strategy can learn from military strategy	16