OOIR: Observatory of International Research

Papers

(The TQCC of Long Range Planning is 13. 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 2020-04-01 to 2024-04-01.)

Article	Citations
Barriers and drivers to sustainable business model innovation: Organization design and dynamic capabilities	271
Digital platforms’ boundaries: The interplay of firm scope, platform sides, and digital interfaces	166
The evolution of platform business models: Exploring competitive battles in the world of platforms	116
Strategizing in a digital world: Overcoming cognitive barriers, reconfiguring routines and introducing new organizational forms	105
How do chief digital officers pursue digital transformation activities? The role of organization design parameters	103
Mapping, analyzing and designing innovation ecosystems: The Ecosystem Pie Model	93
Lean startup and the business model: Experimentation revisited	85
Lean Startup and the business model: Experimenting for novelty and impact	84
What explains the resilience of SMEs? Ambidexterity capability and strategic consistency	77
The ecosystem blueprint: How firms shape the design of an ecosystem according to the surrounding conditions	59
A motivation and ability perspective on engagement in emerging digital technologies: The case of Internet of Things solutions	54
A microfoundational perspective of organizational ambidexterity: Critical review and research directions	43
Customer complementarity in the digital space: Exploring Amazon’s business model diversification	43
Scale-up modes: Profiling activity configurations in scaling strategies	43
A call for action: The impact of business model innovation on business ecosystems, society and planet	40
Humanizing strategy	38
In search of complementarities within and across platform ecosystems: Complementors’ relative standing and performance in mobile apps ecosystems	36
The value of a firm’s engagement in ESG practices: Are we looking at the right side?	36
Top management team characteristics and digital innovation: Exploring digital knowledge and TMT interfaces	35
Leadership and business model innovation in late internationalizing SMEs	34
Disentangling combinations and contingencies of generic strategies: A set-theoretic configurational approach	32
Complements or substitutes? A microfoundations perspective on the interplay between drivers of ambidexterity in SMEs	30
Board of directors structure and firm financial performance: A qualitative comparative analysis	28
The persistence of platforms: The role of network, platform, and complementor attributes	28
Behind ambidextrous search: The microfoundations of search in family and non-family firms	28

Slicing the cake without baking it: Opportunistic platform entry strategies in digital markets	27
Chief digital officers: An exploratory analysis of their emergence, nature, and determinants	27
Emotion in strategic management: A review and future research agenda	27
Business disruptions and affective reactions: A strategy-as-practice perspective on fast strategic decision making	27
The dual effect of board gender diversity on R&D investments	26
Emotions, time, and strategy: The effects of happiness and sadness on strategic decision-making under time constraints	26
Boon or curse? A contingent view on the relationship between strategic planning and organizational ambidexterity	25
Strategic leadership in organizational crises: A review and research agenda	25
The multi-level effects of corporate entrepreneurial orientation on business unit radical innovation and financial performance	24
Framing the multifaceted nature of design thinking in addressing different innovation purposes	24
Dynamic capabilities and high-tech entrepreneurial ventures’ performance in the aftermath of an environmental jolt	23
Does exposure to a traumatic event make organizations resilient?	22
Home country institutions and exports of firms in transition economies: Does innovation matter?	21
Entrepreneurial copycats: A resource orchestration perspective on the link between extra-industry business model imitation and new venture growth	20
The role of political ties and political uncertainty in corporate innovation	20
Strategic renewal in a mature family-owned company – A resource role of the owners	20
Surviving on the long tail: An empirical investigation of business model elements for mass customization	19
Micro-foundations of strategic decision-making in family business organisations: A cognitive neuroscience perspective	19
Toward a resilient complex adaptive system view of business models	19
Ecosystem leadership as a dynamic capability	19
Why and when female directors are less engaged in their board duties: An interface perspective	18
Political behavior does not (always) undermine strategic decision making: Theory and evidence	18
A dual-processing view of three cognitive strategies in strategic decision making: Intuition, analytic reasoning, and reframing	18
Board demography and divestitures: The impact of gender and racial diversity on divestiture rate and divestiture returns	18
Explaining the leopards’ spots: Responsibility-embedding in business model artefacts across spaces of institutional complexity	17
Value distribution to stakeholders: The influence of stakeholder power and strategic importance in public firms	16
Cross-border acquisition performance of emerging market multinational enterprises: The moderating role of state-ownership and acquisition experience	16
Experiential learning, M&A performance, and post-acquisition integration strategy: A meta-analysis	16
Market reactions to acquisition announcements: The importance of signaling ‘why’ and ‘where’	16
Success belongs to the flexible firm: How labor flexibility can retain firm innovativeness in times of downsizing	16
Credibly reducing information asymmetry: Signaling on economic or environmental value by environmental alliances	16
Mission statements and performance: An exploratory study of science parks	15
Institutional support and firms’ entrepreneurial orientation in emerging economies	15
Pluralist perspectives and diverse responses: Exploring multiplexed framing in incumbent responses to digital disruption	14
Learning Club, Home Court, and Magnetic Field: Facilitating business model portfolio extension with a multi-faceted corporate ecosystem	14
The origins of SWOT analysis	14
Consolidation and fragmentation in environmental scanning: A review and research agenda	14
Renegotiation of joint venture contracts: The influence of boards of directors and prior ties as alternative governance mechanisms	14
Competition network as a source of competitive advantage: The dynamic capability perspective and evidence from China	14
Now, switch! Individuals’ responses to imposed switches between exploration and exploitation	14
Business- and environment-related drivers of firms’ return on natural resources: A configurational approach	13
Advancing post-merger integration studies: A study of a persistent organizational routine and embeddedness in broader societal context	13
Cash for contingencies: How the organizational task environment shapes the cash-performance relationship	13
Strategy implementation: Taking stock and moving forward	13