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 2022-05-01 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
The boundary conditions for growth: Exploring the non-linear relationship between organic and acquisitive growth and profitability	39
Editorial Board	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
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
Reaching beyond the acquirer-target dyad in M&A – Linkages to external knowledge sources and target firm valuation	19
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
Generalizing event studies using synthetic controls: An application to the Dollar Tree–Family Dollar acquisition	18
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
When less may be more: A dyadic view of franchise contracts	17
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
How strategic alliances shape problemistic search intensity: Evidence from responses to social and historical underperformance	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