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 2021-11-01 to 2025-11-01.)

Article	Citations
Editorial Board	158
Family owners' fear of losing socio-emotional wealth: Implications for firm innovativeness	134
Practice the purpose preach! Experimental evidence on the effect of corporate purpose on workers' willingness to go the extra mile	114
Board of directors structure and firm financial performance: A qualitative comparative analysis	97
Organizational identity and performance: An inquiry into nonconforming company names	90
When are acquisitions a viable catch-up strategy? Some empirical evidence from China	88
Monitoring the monitor: Enabling strategic change when the former CEO stays on the board	66
Top management team characteristics and digital innovation: Exploring digital knowledge and TMT interfaces	65
Mergers and acquisitions research: Time for a theory rejuvenation of the field	57
Descendant CEOs and cross-border acquisitions in family firms: The moderating role of family involvement	57
How does disruptive innovation influence the funding decisions of different venture capital investors? An empirical analysis on the role of startups' communication	52
Ecosystem leadership as a dynamic capability	51
Configurational conditions and Sustained Competitive Advantage: A fsQCA approach	50
The governance of gig platform organizations in developing countries	46
Outside vs. inside succession: Environmental and organizational contexts, strategic decision, and firm performance	46
Labour-cost retrenchment strategies in times of crisis: Comparing market reactions to flexible and rigid strategies	46
The boundary conditions for growth: Exploring the non-linear relationship between organic and acquisitive growth and profitability	42
Editorial Board	36
Editorial Board	35
Move fast and break things! innovation-intensive strategy, organizational permissiveness, and corporate wrongdoing	34
Editorial Board	34
A call for action: The impact of business model innovation on business ecosystems, society and planet	33
Director tenure and contribution to board task performance: A time and contingency perspective	32
Emotions in the strategic management of family business organizations: Opening up the black box	32
Which partners become targets? The role of location in partner acquisitions	32

Towards purposeful strategic planning: A mixed research synthesis across disciplines	31
Why traditional firms from the same industry reject digital transformation: Structural constraints of perception and attention	27
Discursive strategies for internal legitimacy: Narrating the alternative organizational form	27
Political entrepreneurs and the perils of the top office	26
Why some are less willing to share: Competitive domains and knowledge transfer in multi-unit organizations	26
Walking on thin ice: CEOs′ internationalization decisions in underperforming firms	26
Leadership and business model innovation in late internationalizing SMEs	25
Fast and rigorous: Configurational determinants of strategic decision-making balance	25
Organizational learning in SMEs’ internationalization: A moderated mediating effect of absorptive capacity	25
Managing C-suite conflict: The unique impact of internal and external governance interfaces on top management team reflexivity	25
Family CEO affect and R&D investments of family firms: The moderation effect of family ownership structure	24
Internal and external interfaces of the executive suite: Advancing research on the porous bounds of strategic leadership	23
Predicting acquisition specific goodwill write-downs	23
Reaching beyond the acquirer-target dyad in M&A – Linkages to external knowledge sources and target firm valuation	21
Editorial Board	20
Letting go or pushing forward: Director death and firm risk-taking	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
Editorial Board	20
Strength in numbers: Scale, scope, and performance in multipartner alliances	19
Editorial Board	19
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
The multifaceted government influence on CSR activities: CSR decoupling in an emerging market	19
Do board interlocks affect the frequency and pace of cross-border acquisitions by emerging market firms?	18
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
Corporate decline and turnarounds in times of digitalization	17
Scale-up modes: Profiling activity configurations in scaling strategies	17
Generalizing event studies using synthetic controls: An application to the Dollar Tree–Family Dollar acquisition	16
To attack or not attack? The role of relative status, awareness, and motivation	15
Chief digital officers: An exploratory analysis of their emergence, nature, and determinants	15
How family CEOs affect employees’ feelings and behaviors: A study on positive emotions	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
Strategy as engagement: What organization strategy can learn from military strategy	14
The wisdom and madness of crowds: How information networks and board cognition help or hinder firm performance across the business cycle	14
Home country institutions and nonmarket political strategy effects on EMNE foreign location choice	14
Strategic alliances for corporate sustainability innovation: The ‘how’ and ‘when’ of learning processes	14
Editorial Board	14
What to teach when we teach digital strategy? An exploration of the nascent field	14