OOIR: Observatory of International Research

Papers

(The TQCC of Strategic Management Journal 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 2020-04-01 to 2024-04-01.)

Article	Citations
Work‐from‐anywhere: The productivity effects of geographic flexibility	188
Platform ecosystems as meta‐organizations: Implications for platform strategies	170
Shareholder activism and firms' voluntary disclosure of climate change risks	164
Strategic responses to crisis	133
From necessity to opportunity: Scaling bricolage across resource‐constrained environments	98
Liminal movement by digital platform‐based sharing economy ventures: The case of Uber Technologies	94
Machine learning and human capital complementarities: Experimental evidence on bias mitigation	92
Reliance on science: Worldwide front‐page patent citations to scientific articles	89
CEO early‐life disaster experience and corporate social performance	87
The Janus face of artificial intelligence feedback: Deployment versus disclosure effects on employee performance	82
A database of CEO turnover and dismissal in S&P 1500 firms, 2000–2018	81
Stakeholder engagement strategies, national institutions, and firm performance: A configurational perspective	80
Charting a path between firm‐specific incentives and human capital‐based competitive advantage	74
Mutualism and the dynamics of new platform creation: A study of Cisco and fog computing	74
Platform governance matters: How platform gatekeeping affects knowledge sharing among complementors	70
Machine learning for pattern discovery in management research	68
Strategic management during the financial crisis: How firms adjust their strategic investments in response to credit market disruptions	67
Risk management and corporate social responsibility	66
CEO cognitive flexibility, information search, and organizational ambidexterity	65
Ownership competence	64
User preferences and strategic interactions in platform ecosystems	63
Out of character: CEO political ideology, peer influence, and adoption of CSR executive position by Fortune 500 firms	63
Corporate directors' implicit theories of the roles and duties of boards	61
How media coverage of corporate social responsibility and irresponsibility influences cross‐border acquisitions	60
How do strategic leaders engage with social media? A theoretical framework for research and practice	56

From proprietary to collective governance: How do platform participation strategies evolve?	56
Occupational, industry, and geographic exposure to artificial intelligence: A novel dataset and its potential uses	56
CEO emotions and firm valuation in initial coin offerings: An artificial emotional intelligence approach	56
Decision weaving: Forming novel, complex strategy in entrepreneurial settings	54
Generalist versus specialist CEOs and acquisitions: Two‐sided matching and the impact of CEO characteristics on firm outcomes	48
Resource re‐allocation capabilities in internal capital markets: The value of overcoming inertia	48
How incumbents respond to competition from innovative disruptors in the sharing economy—The impact of Airbnb on hotel performance	46
Innovation, short‐termism, and the cost of strong corporate governance	42
Optimal distinctiveness in platform markets: Leveraging complementors as legitimacy buffers	42
Do university entrepreneurship programs promote entrepreneurship?	42
Artificial intelligence and the changing sources of competitive advantage	41
The evolution of cooperation in the face of conflict: Evidence from the innovation ecosystem for mobile telecom standards development	40
Start with “Why,” but only if you have to: The strategic framing of novel ideas across different audiences	39
Follow the smoke: The pollution haven effect on global sourcing	39
Platform diffusion at temporary gatherings: Social coordination and ecosystem emergence	39
Organizational change and the dynamics of innovation: Formal R&D structure and intrafirm inventor networks	39
Exploration and exploitation in complex search tasks: How feedback influences whether and where human agents search	38
What do multiple objectives really mean for performance? Empirical evidence from the French manufacturing sector	38
CEO dismissal: Consequences for the strategic risk taking of competitor CEOs	38
The myth of the flat start‐up: Reconsidering the organizational structure of start‐ups	38
Hyperspecialization and hyperscaling: A resource‐based theory of the digital firm	37
Platform governance and the rural–urban divide: Sellers' responses to design change	36
Firm climate risk, risk management, and bank loan financing	35
Investigating the mix of strategic choices and performance of transaction platforms: Evidence from the crowdfunding setting	34
How do pre‐entrants to the industry incubation stage choose between alliances and acquisitions for technical capabilities and specialized complementary assets?	33
Experience base, strategy‐by‐doing and new product performance	33
From product system to ecosystem: How firms adapt to provide an integrated value proposition	33
Location matters: Valuing firm‐specific nonmarket risk in the global mining industry	32
Standing out from the crowd: Dedicated institutional investors and strategy uniqueness	32
Using machine learning to revisit the diversification–performance relationship	31
Social capital and entrepreneur resilience: Entrepreneur performance during violent protests in Togo	30
Do R&D investments in weak IPR countries destroy market value? The role of internal linkages	30
Portfolio configuration and foreign entry decisions: A juxtaposition of real options and risk diversification theories	30
Binned scatterplots: A simple tool to make research easier and better	30
The crisis‐response match: An empirical investigation	29
The liabilities of foreign institutional ownership: Managing political dependence through corporate political spending	28
Reputations in flux: How a firm defends its multiple reputations in response to different violations	27
Knowledge mobilization in the face of imitation: Microfoundations of knowledge aggregation and firm‐level innovation	26
A storm is brewing: Antecedents of disaster preparation in risk prone locations	26
Back to the future: The effect of returning family successions on firm performance	26
Engineering serendipity: When does knowledge sharing lead to knowledge production?	25
Being extraordinary: How CEOS' uncommon names explain strategic distinctiveness	25
Theory‐based learning and experimentation: How strategists can systematically generate knowledge at the edge between the known and the unknown	25
The future of the web? The coordination and early‐stage growth of decentralized platforms	25
Avoid, acquiesce … or engage? New insights from sub‐Saharan Africa on MNE strategies for managing corruption	25
Organizing for innovation: A contingency view on innovative team configuration	25
Converting inventions into innovations in large firms: How inventors at Xerox navigated the innovation process to commercialize their ideas	25
The invention performance implications of coopetition: How technological, geographical, and product market overlaps shape learning and competitive tension in R&D alliances	24
A bird in the hand is worth two in the bush: Technology search strategies and competition due to import penetration	24
Why do some insider CEOs make more strategic changes than others? The impact of prior board experience on new CEO insiderness	24

From a shareholder to stakeholder orientation: Evidence from the analyses ofCEOdismissal in large U.S. firms	24
Does nepotism run in the family? CEO pay and pay‐performance sensitivity in Indian family firms	24
Product‐market competition and resource redeployment in multi‐business firms	24
Cleaning house before hosting new guests: A political path dependence model of political connection adaptation in the aftermath of anticorruption shocks	23
Quantum leaps or baby steps? Expertise distance, construal level, and the propensity to invest in novel technological ideas	23
Renewing the resource‐based view: New contexts, new concepts, and new methods	22
Reexamining investor reaction to covert corporate political activity: A replication and extension of Werner (2017)	22
Does piracy lead to product abandonment or stimulate new product development?: Evidence from mobile platform‐based developer firms	21
Identifying internal markets for resource redeployment	21
The effects of CEO activism: Partisan consumer behavior and its duration	21
Aspiration formation and attention rules	20
Technological choices under uncertainty: Does organizational aspiration matter?	20
Shadow of the great firewall: The impact of Google blockade on innovation in China	20
Hedge fund investor activism and human capital loss	20
Resolving governance disputes in communities: A study of software license decisions	20
Using supervised machine learning for large‐scale classification in management research: The case for identifying artificial intelligence patents	19
It did not work? Unlearn and try again—Unlearning success and failure beliefs in changing environments	19
How ecosystem structure affects firm performance in response to a negative shock to interdependencies	19
Homing and platform responses to entry: Historical evidence from the U.S. newspaper industry	19
Growth or profit? Strategic orientations and long‐term performance in China	19
Who violates expectations when? How firms' growth and dividend reputations affect investors' reactions to acquisitions	19
Market exit and the potential for resource redeployment: Evidence from the global retail sector	19
The corporate parenting advantage, revisited	19
Value, rent, and profit: A stakeholder resource‐based theory	19
Firm partisan positioning, polarization, and risk communication: Examining voluntary disclosures on COVID‐19	19
Managing ecosystem emergence and evolution: Strategies for ecosystem architects	19
Capability interactions and adaptation to demand‐side change	18
From litigation to innovation: Firms' ability to litigate and technological diversification through human capital	18
Growing pains: The effect of generational product innovation on mobile games performance	18
Change gears before speeding up: The roles of Chief Executive Officer human capital and venture capitalist monitoring in Chief Executive Officer change before initial public offering	18
Selling your soul to the devil? The importance of independent ownership to identity distinctiveness for oppositional categories	18
Corporate social responsibility of U.S.‐listed firms headquartered in tax havens	17
Analytic models in strategy, organizations, and management research: A guide for consumers	17
Information frictions and entrepreneurship	17
Multilevel optimal distinctiveness: Examining the impact of within‐ and between‐organization distinctiveness of product design on market performance	16
Competing on freemium: Digital competition with network effects	16
Mi Casa Es Tu Casa: Immigrant Entrepreneurs as Pathways to Foreign Venture Capital Investments	16
Corporate‐level influences on internal capital allocation: The role of financial analyst performance projections	16
How much does the firm's alliance network matter?	16
Empirical inquiry without hypotheses: A question‐driven, phenomenon‐based approach to strategic management research	16
Information disclosure and the market for acquiring technology companies	16
The role of procedural rationality in debiasing acquisition decisions of overconfident CEOs	16
Activist hedge fund success: The role of reputation	15
Political affinity and investors' response to the acquisition premium in cross‐border M&A transactions — A moderation analysis	15
Thriving on contradiction: Toward a dialectical alternative to fit‐based models in strategy (and beyond)	15
Long‐tenured independent directors and firm performance	15
Resource origins and search	15
How dynamic capabilities change ordinary capabilities: Reconnecting attention control and problem‐solving	15
The strategic allocation of inventors to R&D collaborations	15
David overshadows Goliath: Specializing in generality for internationalization in the global mobile money industry	15
Entrepreneurial learning and strategic foresight	14
Giving a little to many or a lot to a few? The returns to variety in corporate philanthropy	14
Using the SHAPLEY value approach to variance decomposition in strategy research: Diversification, internationalization, and corporate group effects on affiliate profitability	14
Institutional protection of minority employees and entrepreneurship: Evidence from the LGBT Employment Non‐Discrimination Acts	14
Examining investor reactions to appointments of Black top management executives and CEOs	14
Top management team role structure: A vantage point for advancing upper echelons research	14
Categories and narratives as sources of distinctiveness: Cultural entrepreneurship within and across categories	14