OOIR: Observatory of International Research

Papers

(The TQCC of Strategic Management Journal 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 2021-05-01 to 2025-05-01.)

Article	Citations
Borrowing networks for innovation: The role of attention allocation in secondhand brokerage	312
	213
The origins of time compression diseconomies	174
Kingdom or fandom? YouTube and the changing role of gatekeeping in digital cultural markets	142
	137
Trained to lead: Evidence from industrial research	133
The role of competitive amplification in explaining sustained performance heterogeneity	118
The new argonauts: The international migration of venture‐backed companies	106
Institutional protection of minority employees and entrepreneurship: Evidence from the LGBT Employment Non‐Discrimination Acts	96
Birds of a feather flock (even more) together: An intergroup relations perspective on how #MeToo‐related media coverage affects the evaluation of prospective corporate directors	87
Bribery, insecurity, and firm performance: Evidence from the Boko Haram insurgency in Nigeria	71
Disentangling the corporate effect on subsidiary performance	69
Corporate social responsibility at the margins: Firms' responses to marginal inclusion on the Vault Law 100 ranking	64
Specialization as a double‐edged sword: The relationship of scientist specialization with R&D productivity and impact following collaborator change	62
Pay and networks in organizations: Incentive redesign as a driver of network change	62
Human resource redeployability and entrepreneurial hiring strategy	62
How much does the firm's alliance network matter?	61
Issue Information	60
Issue Information	55
	51
Changes in industry and corporate effects in the United States, 1978–2019	51
	49
Perceptions of political Self‐Dealing? An empirical investigation of market returns surrounding the disclosure of politician stock purchases	48
Social capital and entrepreneur resilience: Entrepreneur performance during violent protests in Togo	44
Getting heard? How employees learn to gain senior management attention in inclusive strategy processes	44

Hunting for talent: Firm‐driven labor market search in the United States	43
Disentangling audiences' reactions to creative content and creative packaging	40
What keeps the market ticking? The role of third‐party audiences and cognitive embeddedness in shaping competitive dynamics in luxury watchmaking	40
How media coverage elicits strategic change: The moderating role of the business model design	39
Curating 1000 flowers as they bloom: Leveraging pluralistic initiatives to diffuse social innovations	37
Firm climate risk, risk management, and bank loan financing	36
A database of chief financial officer turnover and dismissal in S&P 1500 firms, 2000–2022	36
Corporate directors as heterogeneous network pipes: How director political ideology affects the interorganizational diffusion of governance practices	35
Power to the people: The benefits and limits of employee self‐selection in organizations	34
Achieving cultural resonance: Four strategies toward rallying support for entrepreneurial endeavors	34
Caveat emptor as an obstacle to business transfers: Effect of product line liability exceptions on acquisitions, entry, and exit	34
The inside track: Entrepreneurs' corporate experience and startups' access to incumbent partners' resources	33
Be careful what you wish for: CEO and analyst firm performance attributions and CEO dismissal	33
Positioning for optimal distinctiveness: How firms manage competitive and institutional pressures under dynamic and complex environment	33
	33
On the heels of giants: Internal network structure and the race to build on prior innovation	33
Defending knowledge abroad	30
Issue Information	30
Do managers capture the value they create? Drivers of managers' value capture in a large retail chain	30
Generative artificial intelligence and evaluating strategic decisions	29
Decision authority and the returns to algorithms	28
Issue Information	28
The role of information in the gender gap in the market for top managers: Evidence from a quasi‐experiment	28
Hedge fund activism in family firms	28
The effects of CEO activism: Partisan consumer behavior and its duration	28
Issue Information	27
Contracting to (dis)incentivize? An integrative transaction‐cost approach on how contracts govern specific investments	27
Issue Information	26
Issue Information	26
Growing platforms within platforms: How platforms manage the adoption of complementor products in the presence of network effects?	26
Examining investor reactions to appointments of Black top management executives and CEOs	25
Blood diamonds? Responses of open‐source software developers to the Facebook–Cambridge Analytica scandal	25
When colleagues compete outside the firm	25
Start with “Why,” but only if you have to: The strategic framing of novel ideas across different audiences	24
Aspiration formation and attention rules	24
Who gains and who loses from more information in technology markets? Evidence from the Sunshine Act	24
The tangled webs we weave: Examining the effects of CEO deception on analyst recommendations	24
Growing pains: The effect of generational product innovation on mobile games performance	24
	23
Learning by doing and corporate diversification	23
Diverse knowledge exploration and diffusion in MNCs	22
Issue Information	22
New sheriff in town: A quad model approach to examining the consequences of selecting a qualified lead independent directors	22
When ideologies align: Progressive corporate activism and within‐firm ideological alignment	21
Retaining problems or solutions? The post‐acquisition performance implications of director retention	21
Do employees' views matter in corporate governance? The relationship between employee approval and CEO dismissal	21
Setting the tone to get their way: An attention‐based approach to how narcissistic CEOs influence the board of directors to take more risk	21
The racial gap in entrepreneurship and opportunities inside established firms	21
Whatever you want, whatever you like: How incumbents respond to changes in market information regimes	20
	20

Strategic resource decay	20
Inventor CEO involvement and firm exploitative and exploratory innovation	20
Stakeholder treatment disparity and employee whistleblowing: A multi‐stakeholder, multidimensional framework of social comparison	19
	19
	19
Issue Information	19
How do investors really react to the appointment of Black CEOs?	19
	19
The “butterfly effect” in strategic human capital: Mitigating the endogeneity concern about the relationship between turnover and performance	18
Multi‐project work and project performance: Friends or foes?	18
Breakthrough invention and problem complexity: Evidence from a quasi‐experiment	18
The option value in complements within platform‐based ecosystems	18
Issue Information	18
Dual careers and the willingness to consider employment in startup ventures	17
The allocation of resource control within the corporate structure: Evidence from post‐acquisition patent reassignments	17
Technology differentiation, product market rivalry, and M&A transactions	17
	17
Online communities on competing platforms: Evidence from game wikis	17
The influence of media scrutiny on firms' strategic eschewal of lobbying	17
To be in Vogue: How mere proximity to high‐status neighbors affects aspirational pricing in the U.S. fashion industry	17
Contracting for innovation: Designing contracts that account for exchange hazards and the need for innovation	16
Bad medicine: Litigation, competition, and the marketing of prescription opioids	16
	16
Competing on freemium: Digital competition with network effects	16
The role of procedural rationality in debiasing acquisition decisions of overconfident CEOs	16
How does worker mobility affect business adoption of a new technology? The case of machine learning	16
Does imitation increase or decrease demand for an original product? Understanding the opposing effects of discovery and substitution	15
Collaborative structure and post‐mobility knowledge spillovers: A dyadic approach	15
Issue Information	15
Fostering positive CEO‐board relationships: Board synchronization skill and relationship cycles in new ventures	15
Issue Information	15
Network advantage: Uncontested structural holes and organizational performance in market crises	15
	15
The influence of patent assertion entities on inventor behavior	14
Issue Information	14
The myth of the flat start‐up: Reconsidering the organizational structure of start‐ups	14
Delegation of decision rights and capital reallocation: Evidence from US municipalities	14
Corporate social responsibility in the age of activist directorships	14
Experimentation and appropriability inearly‐stageventures: Evidence from theUSsoftware industry	14
Precarious situations: A prelude to hiring more hubristic chief executive officers	14
The growth of hierarchy in organizations: Managing knowledge scope	14
Issue Information	14
Escaping the patent trolls: The impact of non‐practicing entity litigation on firm innovation strategies	13
How does a partner's acquisition affect the value of the firm's alliance with that partner?	13
Thriving on contradiction: Toward a dialectical alternative to fit‐based models in strategy (and beyond)	13
From mass to motion: Conceptualizing and measuring the dynamics of industry clusters	13
Collaborations that hurt firm performance but help employees’ careers	13
Value, rent, and profit: A stakeholder resource‐based theory	13
External knowledge sourcing, knowledge spillovers, and internal collaboration: The effects of intrafirm linkages on firm‐university co‐authorship linkages	13
A scientific approach to entrepreneurial decision‐making: Large‐scale replication and extension	13