OOIR: Observatory of International Research

Papers

(The median citation count of Academy of Management Review is 5. 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 2022-06-01 to 2026-06-01.)

Article	Citations
Why and How Societal Crises Give Rise to Extreme Growth Outliers: A Theory of External Enablement	240
What Is Next? Moving Beyond a Rejection From AMR by Repurposing Your “Theory”	227
Interpreting the Chorus: A Reply to “Leaders on the Other Side of Voice: Extending Black et al.’S Integrative Theory of Collective Voice”	179
How Crisis Management Strategies Address Stakeholders’ Sociocognitive Concerns and Organizations’ Social Evaluations	133
Disentangling Strategic Consensus: Strategic Consensus Types, Psychological Bonds, and Their Effects on Strategic Climate	131
It’s All Fun and Games Until Someone Gets Hurt: An Interactional Framing Theory of Work Social Sexual Behavior	97
Far From Void: How Institutions Shape Growth in Informal Economies	96
Understanding Perpetrator Reactions to Bystander Intervention in Interpersonal Workplace Aggression	96
Rethinking Corporate Power to Tackle Grand Societal Challenges: Lessons from Political Philosophy	92
A Theory of the Start-Up Workforce	81
Reflections on the 2022 AMR Decade Award: Crowdsourcing as a Solution to Distant Search	79
Emotion, Persuasion, and Team Adaptation: Advancing Theory Through Cinema	78
Reading The Technological Society to Understand the Mechanization of Values and Its Ontological Consequences	73
The Problems and Promise of Entrepreneurial Partnerships: Decision-Making, Overconfidence, and Learning in Founding Teams	72
The Role of Cognition and Motivation in Understanding Internal Governance and Hierarchical Failure: A Discriminating Alignment Analysis	67
From Hoax to Kayfabe: Reframing Willmott’s Metaphor for Management Theory	60
Trust and Generative Artificial Intelligence: A Reply to Killoran, Park, and Kietzmann	59
Beyond Tacit Knowledge: How Michael Polanyi’s Theory of Knowledge Illuminates Theory Development in Organizational Research	54
Eigenzeit: A New Lens on Temporal Complexity	51
Taming Artificial Intelligence: A Theory of Control-Accountability Alignment among AI Developers and Users	50
The Moralization of Intrinsic Motivation: Opportunities and Perils	50
Awe-Driven Venturing: Identifying and Pursuing Transformational Opportunities	48
2022 Presidential Address: This Is Our Celebration	45
Navigating Uncharted Waters: How Executives Originate High-Quality Ideas for Strategic Responses to Unprecedented Shocks	43
Leaving Necessity Entrepreneurship Behind: How Entrepreneurs Actualize Desirable Futures	41

Reconciling Entrepreneurial Resourcefulness with Sustainable Development: A Reply to “Surviving to Long-Term Thriving through Augmented Entrepreneurial Resourcefulness”	40
How Underdogs Succeed and Fail: An Integrated Model of the Workplace Underdog’s Trajectories	39
The Writer’s Room: An Extension to Willmott’s “Management Theory: Jungle, Myth, or Hoax?”	38
How Music Theory Can Inform Competitive Dynamics: Anticipatory Awareness and Successful Preemption	37
Beyond Primacy: A Stakeholder Theory of Corporate Governance	34
Star Light, but Why Not So Bright? A Process Model of How Incumbents Influence Star Newcomer Performance	34
Beyond Dangling Carrots: The Effect of Policy Maker Motives on Their Response to Corporate Political Activity	33
The Machine Hums! Addressing Ontological and Normative Concerns Regarding Machine Learning Applications in Organizational Scholarship	33
2024 Presidential Address: Transforming Lives Through Scholarship and Community: The Power of the Academy of Management	32
In Defense of Diversity in Theory-Building Approaches	32
Commercializing the Practice of Voyeurism: How Organizations Leverage Authenticity and Transgression to Create Value	31
Construct Fallacies and Construct Validation in Theories of Management and Organization	31
The Origins and Evolution of Red, Blue, and Purple Employee Populations: A Theory of How Organizations Become Ideologically Skewed	30
Abductive Theorizing Is More Than Idea Generation: Disciplined Imagination and a Prepared Mind	30
Pluralism and Triangulation: A Reply to Willmott’s “Pluralism Not Triangulation”	29
Back to Which Future? Recalibrating the Time-Calibrated Narratives of Entrepreneurial Action to Account for Nondeliberative Dynamics	29
Reflexive Quantitative Research	29
I Don’t Want To: The Violation of Burdensome Role Expectations	29
What We Do while Waiting: The Experience of Vulnerability in Trusting Relationships	28
Feminist Value Creation: The Pursuit of Gender Equality	28
When Subjective Judgments Lead to Spinouts: Employee Entrepreneurship Under Uncertainty, Firm-Specificity, and Appropriability	28
The Challenge and Opportunity of a Quantum Mechanics Metaphor in Organization and Management Research: A Response to Shelef, Wuebker, and Barney’s “Heisenberg Effects in Experiments on Business Ideas”	27
The Role of Human Managers within Algorithmic Performance Management Systems: A Process Model of Employee Trust in Managers through Reflexivity	27
Theorizing From Emerging Markets: Challenges, Opportunities, and Publishing Advice	27
Reconceptualizing Conceptual Engineering	26
Understanding Institutional Environments: An Institutional Logics Model of Societal Evolution	25
The Art of Blending Stakeholders: “Bootlegger and Baptist” Coalitions in Corporate Constituency-Building	24
Entrepreneurship, Inequality, and Fulfilling the Promise: A Reply to “Delivering on the Promise of Entrepreneurship by Thinking Beyond Limiting Economics Assumptions”	24
Financial Reporting Choices, Governance Structures, and Strategic Assets: A Transaction Cost Perspective	23
Corrective Governance in the Boardroom: A Negotiated Order Perspective	23
Nonprofit Organizations as Multisided Platforms	23
Institutional Resilience for Institutional Diversity: An Extension of Almandoz and Thornton’s “Understanding Institutional Environments: An Institutional Logics Model of Societal Evolution”	23
A Symbiotic Portal to Engaging Early-, Mid-, and Late-Career Workers: Progression, Off-Loading, Relevance, Teachings, Advice, Legacy	22
Uncertain Learning Curves: Implications for First-Mover Advantage and Knowledge Spillovers	22
Integrating the Shadow Within “Us” to Strengthen Our Field	22
In Defense of Objectivity: Beyond False Binaries and Manufactured Divides	20
The Programming of Programming: When Simulations Are Not the Right Tool	20
Acting to Know: Extending Vorholzer and Brattström’s Theory of Moral Ambiguity in Entrepreneurial Action through Externalized Moral Resolution	20
Taking a “Leap”: How Workplace Allyship Initiatives Shape Leader Anxiety, Allyship, and Power Dynamics That Contribute to Workplace Inequality	19
Navigating the Gray Areas: Ethical Considerations When Writing and Publishing Conceptual Papers	19
Moral Ambiguity and Judgment: A Reply to “Acting to Know”	19
A Dynamic Model of CEO Humor as Social Information for Infomediaries’ Social Evaluations of Organizations: An Extension to König et al.’s “Good Fun or Laughingstock?”	19
Programs of Experimentation and Pivoting for (Overconfident) Entrepreneurs	18
How Organizational Is Interorganizational Trust?	18
Should I? How Moral Ambiguity Shapes Entrepreneurial Action	17
Practices of Periodization: Toward a Critical Perspective on Temporal Division in Organizations	17
Multiplex Jeopardy: Dissonant Ties Promote Gender Bias in Workplace Social Networks	17
Asymmetric Jeopardy through Dissonant Ties: An Extension of Brands and Kilduff’s “Multiplex Jeopardy”	17
Highly Oppositional Occupations and Cognitive Behavioral Script-Based Mechanisms of Work–Home Conflict	16
Beyond Backlash: Advancing Dominant-Group Employees’ Learning, Allyship, and Growth through Social Identity Threat	16

Continue the Story or Turn the Page? Coworker Reactions to Inheriting a Legacy	16
Conceptual Engineering: The Assessment of Rigor and Rudimentary Recommendations for Theory Developers	15
Remembering Donald E. Conlon	15
An Assemblage Perspective on Hybrid Agency: A Commentary on Raisch and Fomina’s “Combining Human and Artificial Intelligence”	15
Path Nets: Concurrence and Recurrence in the Dynamics of Organizing	14
Boundary Transitions in Dynamic Teamwork	14
From the Evaluator’s Perspective: A Functional Approach to Social Judgments	13
It’s Going to Be Fun: Toward a Multilevel, Multidisciplinary, and Multi-Contextual Dialogue on CEO Humor	13
Research Movements and Theorizing Dynamics in Management and Organization Studies	13
Tackling the Complexity Challenge: When and How to Engage in Configurational and Hybrid Theorizing	13
Editor’s Comments: Taking Steps to Level the Playing Field	13
Competitive Externalities in Acquisitions	13
Actualizing Desirable Futures Beyond the Individual: A Comment on Coffman et al.’s (2025) “Leaving Necessity Entrepreneurship Behind”	13
Designing Dual-Purpose Organizations: The Role of Soft Governance	13
Understanding Inclusion: The Role of Organization Member Prototypes	13
Looking behind the Continuum: An Institutional Economics Perspective on Schilke and Lumineau’s “How Organizational Is Interorganizational Trust?”	12
Institutional Parasites	12
Extending the Study of Competitive Externalities in Acquisitions: A Reply to “Boundary Conditions and Juxtaposition of Externalities”	12
Toward a Meta-Theory of Creativity Forms: How Novelty and Usefulness Shape Creativity	12
A Meta-Theory of Global Work Encounters	11
It Takes Two to Untangle: Illuminating How and Why Some Workplace Relationships Adapt while Others Deteriorate after a Workplace Microaggression	11
Reflections on the 2023 AMR Decade Award: Revisions and Extensions of the Theory of Purposeful Work Behavior	10
Algorithm Envelopment in Platform Markets	10
The Promise and Perils of Co-Construction: A Reply to “Co-Constructive Start-Up Illusions”	10
Parasitized Functionaries: An Extension to Rintamäki, Parker, and Spicer’s “Institutional Parasites”	10
Reducing Bias through Board Decision-Making: An Information-Processing Model of Board Decision Synergy	10
Iterative Alternative Evaluation within Human–Artificial Intelligence Problem-Solving: An Extension to Raisch and Fomina’s “Combining Human and Artificial Intelligence”	10
Theorizing with Microhistory	9
Entrepreneurs as Scientists: A Pragmatist Approach to Producing Value Out of Uncertainty	9
Competitive Dynamics are Alive with the Sound of Music: A Reply to “Time to Face the Music”	9
2025 Presidential Address: Activism, Impact, and Science: Management Scholarship in a Challenging Era	9
Synergy in Mergers and Acquisitions: Typology, Life Cycles, and Value	8
Grounding Business Models: Cognition, Boundary Objects, and Business Model Change	8
Copying the Wrong Winner? When Noisy Attribution Reverses Mutual Learning Prescriptions in Denrell, Christensen, Knudsen, and Liu’s “The Impact of Learning Mode and Speed on Mutual Learning”	8
First-Mover Advantages versus First-Mover Benefits: What’s the Difference and Why Does It Matter?	8
Taking Situatedness Seriously in Theorizing About Competitive Advantage Through Artificial Intelligence: A Response to Kemp’s “Competitive Advantages Through Artificial Intelligence”	8
In the Eye of the Beholder: An Extension of Jukka Rintamäki, Simon Parker, and Andre Spicer’s “Institutional Parasites”	8
Entrepreneurial Visions as Rhetorical History: A Diegetic Narrative Model of Stakeholder Enrollment	8
Theoretical Light in Empirical Darkness: Illuminating Strategic Concealment of Corporate Political Activity	8
The Ontology of the Corporate Mind	8
Rethinking Necessity Entrepreneurship Beyond Binaries and Toward Communalism: A Commentary on Coffman et al.’s “Leaving Necessity Entrepreneurship Behind”	7
Moral Conviction as a Distinct Pathway in Resistance to Burdensome Role Expectations: An Extension of Yagil’s “I Don’t Want To: The Violation of Burdensome Role Expectations”	7
My Place: How Workers Become Identified with Their Workplaces and Why It Matters	7
On the Limitations of Ludwig Wittgenstein’s Anti-Intellectualist Philosophy	7
Idea Generation in Abductive Thinking: Not One but Three Approaches	7
From Bouncing Back to Bouncing Forward: A Temporal Trajectory Model of Organizational Resilience	7
Demystifying and Normalizing the Psychological Experience of Writing for AMR: A Qualitative Analysis of the Highs, Lows, and Suggested Coping Strategies	7
Dances with Avatar: How Creators Can Reduce the Novelty of Their Work to Achieve More Creative Success	6
Entrepreneurs as Scientists: A Pragmatist Alternative to the Creation-Discovery Debate	6
Time to Face the Music: A Commentary on Lee, Busenbark, Withers, and Zajac’s “How Music Theory Can Inform Competitive Dynamics”	6
“MOB” Mentality?: On the Formation and Consequences of Moralized Opinion-Based Intergroup Conflict in Organizations	6
Human Capital Resources Emergence Theory: The Role of Social Capital	6
Delivering on the Promise of Entrepreneurship by Thinking Beyond Limiting Economics Assumptions: An Extension of Lewis et al.’s “A Promise Not (Yet) Fulfilled”	6
Taming Unicorns: Toward a New Normal of Responsible Entrepreneurship	6
Substituting Human Decision-Making with Machine Learning: Implications for Organizational Learning	6
Moral Character Development: The “Moral Moments” Model	6
How to R.E.S.P.O.N.D.: A Framework for Thoughtful Revisions and Scholarly Dialogue	5
Antigone: On Phronesis and How to Make Good and Timely Leadership Decisions	5
Better to Be Loved By Some? Firm Flaunting as an Impression Management Strategy	5
Connected but Conflicted: Separating Incompatible Roles in Organizations	5
The PSI Model for Predicting Activist Engagements: Toward a Theory of Shareholder Activism	5
How AI Reshapes Multimodal Theorization: An Extension of Kuric and Höllerer’s “Theorization as a Prerequisite for Diffusion”	5
A Typological Theory of Domestic Employees’ Acculturation Stress and Adaptation in the Context of Globalization	5
Keeping Movement in Mind: Workplace Identification and Mobilities Theorizing	5
Where Do Stakeholders Come From? Positive vs. Subjectivist Worldviews	5
Corporate Diversification, Economies of Scope, and the Risk–Return Relationship	5
To Be or Not to Be (Typical): Evaluation-Mode Heterogeneity and Its Consequences for Organizations	5
Parasites, Functionaries, and Their Relations: Responding to Commentaries on Institutional Parasites	5