OOIR: Observatory of International Research

Papers

(The TQCC of Long Range Planning is 14. 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 2021-05-01 to 2025-05-01.)

Article	Citations
Editorial Board	273
Family owners' fear of losing socio-emotional wealth: Implications for firm innovativeness	233
When are acquisitions a viable catch-up strategy? Some empirical evidence from China	111
Organizational identity and performance: An inquiry into nonconforming company names	95
Board of directors structure and firm financial performance: A qualitative comparative analysis	86
Monitoring the monitor: Enabling strategic change when the former CEO stays on the board	82
How can David orchestrate resources to enhance firm performance? A dynamic approach to coping with resource constraints	75
Top management team characteristics and digital innovation: Exploring digital knowledge and TMT interfaces	67
Configurational conditions and Sustained Competitive Advantage: A fsQCA approach	62
Mergers and acquisitions research: Time for a theory rejuvenation of the field	61
Ecosystem leadership as a dynamic capability	60
How does disruptive innovation influence the funding decisions of different venture capital investors? An empirical analysis on the role of startups' communication	54
The boundary conditions for growth: Exploring the non-linear relationship between organic and acquisitive growth and profitability	53
The governance of gig platform organizations in developing countries	52
Move fast and break things! innovation-intensive strategy, organizational permissiveness, and corporate wrongdoing	51
Crafting business models for conflicting goals: Lessons from creative service firms	49
A call for action: The impact of business model innovation on business ecosystems, society and planet	48
Outside vs. inside succession: Environmental and organizational contexts, strategic decision, and firm performance	48
Editorial Board	47
Editorial Board	39
Editorial Board	38
Emotions in the strategic management of family business organizations: Opening up the black box	38
Why traditional firms from the same industry reject digital transformation: Structural constraints of perception and attention	37
Which partners become targets? The role of location in partner acquisitions	35
Director tenure and contribution to board task performance: A time and contingency perspective	34

Discursive strategies for internal legitimacy: Narrating the alternative organizational form	33
Walking on thin ice: CEOs′ internationalization decisions in underperforming firms	31
Fast and rigorous: Configurational determinants of strategic decision-making balance	31
Managing C-suite conflict: The unique impact of internal and external governance interfaces on top management team reflexivity	30
Political entrepreneurs and the perils of the top office	29
Organizational learning in SMEs’ internationalization: A moderated mediating effect of absorptive capacity	29
Family CEO affect and R&D investments of family firms: The moderation effect of family ownership structure	28
Strategy implementation: Taking stock and moving forward	27
Leadership and business model innovation in late internationalizing SMEs	27
Internal and external interfaces of the executive suite: Advancing research on the porous bounds of strategic leadership	27
Predicting acquisition specific goodwill write-downs	26
The competitive effects of financial and fiscal institutional arbitrage opportunities: Evidence from cross-border M&AS	26
Letting go or pushing forward: Director death and firm risk-taking	23
Reaching beyond the acquirer-target dyad in M&A – Linkages to external knowledge sources and target firm valuation	22
Editorial Board	22
The dynamics of union-management collaboration during postmerger integration	22
Do board interlocks affect the frequency and pace of cross-border acquisitions by emerging market firms?	20
Strength in numbers: Scale, scope, and performance in multipartner alliances	20
Strategizing in a digital world: Overcoming cognitive barriers, reconfiguring routines and introducing new organizational forms	20
Boon or bane of open value creation: The impact of business model design and relational trust on competitive advantage	19
How strategic alliances shape problemistic search intensity: Evidence from responses to social and historical underperformance	19
When less may be more: A dyadic view of franchise contracts	19
Scale-up modes: Profiling activity configurations in scaling strategies	18
Generalizing event studies using synthetic controls: An application to the Dollar Tree–Family Dollar acquisition	18
Editorial Board	18
What to teach when we teach digital strategy? An exploration of the nascent field	17
Chief digital officers: An exploratory analysis of their emergence, nature, and determinants	17
Editorial Board	17
The multifaceted government influence on CSR activities: CSR decoupling in an emerging market	17
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
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	16
The wisdom and madness of crowds: How information networks and board cognition help or hinder firm performance across the business cycle	16
Strategy as engagement: What organization strategy can learn from military strategy	15
To attack or not attack? The role of relative status, awareness, and motivation	15
Friend or Foe? CEO gender, political ideology, and gender-pay disparities in executive compensation	15
Market reactions to acquisition announcements: The importance of signaling ‘why’ and ‘where’	14
How family CEOs affect employees’ feelings and behaviors: A study on positive emotions	14
Home country institutions and nonmarket political strategy effects on EMNE foreign location choice	14
Editorial Board	14
Willingness to include: Enabling pro-social strategies in private settings	14
Strategic alliances for corporate sustainability innovation: The ‘how’ and ‘when’ of learning processes	14