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 2020-11-01 to 2024-11-01.)

Article	Citations
Digital platforms’ boundaries: The interplay of firm scope, platform sides, and digital interfaces	218
Strategizing in a digital world: Overcoming cognitive barriers, reconfiguring routines and introducing new organizational forms	153
What explains the resilience of SMEs? Ambidexterity capability and strategic consistency	102
The ecosystem blueprint: How firms shape the design of an ecosystem according to the surrounding conditions	72
A motivation and ability perspective on engagement in emerging digital technologies: The case of Internet of Things solutions	70
Top management team characteristics and digital innovation: Exploring digital knowledge and TMT interfaces	69
A call for action: The impact of business model innovation on business ecosystems, society and planet	68
Scale-up modes: Profiling activity configurations in scaling strategies	56
A microfoundational perspective of organizational ambidexterity: Critical review and research directions	55
Customer complementarity in the digital space: Exploring Amazon’s business model diversification	52
In search of complementarities within and across platform ecosystems: Complementors’ relative standing and performance in mobile apps ecosystems	50
The value of a firm’s engagement in ESG practices: Are we looking at the right side?	47
Humanizing strategy	45
Disentangling combinations and contingencies of generic strategies: A set-theoretic configurational approach	44
The persistence of platforms: The role of network, platform, and complementor attributes	43
Leadership and business model innovation in late internationalizing SMEs	42
The origins of SWOT analysis	41
Emotion in strategic management: A review and future research agenda	37
Chief digital officers: An exploratory analysis of their emergence, nature, and determinants	36
Board of directors structure and firm financial performance: A qualitative comparative analysis	36
Strategic leadership in organizational crises: A review and research agenda	35
Ecosystem leadership as a dynamic capability	35
Slicing the cake without baking it: Opportunistic platform entry strategies in digital markets	34
Complements or substitutes? A microfoundations perspective on the interplay between drivers of ambidexterity in SMEs	33
The multi-level effects of corporate entrepreneurial orientation on business unit radical innovation and financial performance	33

The dual effect of board gender diversity on R&D investments	33
Boon or curse? A contingent view on the relationship between strategic planning and organizational ambidexterity	32
Behind ambidextrous search: The microfoundations of search in family and non-family firms	31
The role of political ties and political uncertainty in corporate innovation	30
Micro-foundations of strategic decision-making in family business organisations: A cognitive neuroscience perspective	28
Framing the multifaceted nature of design thinking in addressing different innovation purposes	28
Does exposure to a traumatic event make organizations resilient?	27
Home country institutions and exports of firms in transition economies: Does innovation matter?	25
Why and when female directors are less engaged in their board duties: An interface perspective	25
Dynamic capabilities and high-tech entrepreneurial ventures’ performance in the aftermath of an environmental jolt	24
Credibly reducing information asymmetry: Signaling on economic or environmental value by environmental alliances	23
Exploring the boundaries of business model innovation and firm performance: A meta-analysis	23
A dual-processing view of three cognitive strategies in strategic decision making: Intuition, analytic reasoning, and reframing	23
Toward a resilient complex adaptive system view of business models	22
Institutional support and firms’ entrepreneurial orientation in emerging economies	20
Market reactions to acquisition announcements: The importance of signaling ‘why’ and ‘where’	20
Internal and external interfaces of the executive suite: Advancing research on the porous bounds of strategic leadership	20
Experiential learning, M&A performance, and post-acquisition integration strategy: A meta-analysis	19
Competition network as a source of competitive advantage: The dynamic capability perspective and evidence from China	19
Consolidation and fragmentation in environmental scanning: A review and research agenda	19
Configurational conditions and Sustained Competitive Advantage: A fsQCA approach	19
The interface of the top management team and the board: A dynamic managerial capabilities perspective	18
Cross-border acquisition performance of emerging market multinational enterprises: The moderating role of state-ownership and acquisition experience	18
Business- and environment-related drivers of firms’ return on natural resources: A configurational approach	17
Advancing post-merger integration studies: A study of a persistent organizational routine and embeddedness in broader societal context	17
Organizational learning in SMEs’ internationalization: A moderated mediating effect of absorptive capacity	16
The micro-foundations of industrial diversification through foreign acquisitions: The multifaceted role of CEO experience	16
Pluralist perspectives and diverse responses: Exploring multiplexed framing in incumbent responses to digital disruption	16
Now, switch! Individuals’ responses to imposed switches between exploration and exploitation	16
Strategy implementation: Taking stock and moving forward	16
Strategic alliances for corporate sustainability innovation: The ‘how’ and ‘when’ of learning processes	16
Friend or Foe? CEO gender, political ideology, and gender-pay disparities in executive compensation	15
The risk implications of diversification: Integrating the effects of product and geographic diversification	15
How digitalization affects the effectiveness of turnaround actions for firms in decline	14
Configuring knowledge connectivity and strategy conditions for foreign subsidiary innovation	14
Competitors as advisors: Peer assistance among small business entrepreneurs	13
How strategy professionals develop and sustain an online strategy community – The lessons from Ericsson	13
Organizational transformation: Handling the double-edged sword of urgency	13
Ambidextrous orientation and performance in corporate venture units: A multilevel analysis of CV units in emerging market multinationals	13