OOIR: Observatory of International Research

Papers

(The median citation count of Strategic Organization is 3. 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 2020-11-01 to 2024-11-01.)

Article	Citations
What is the Eisenhardt Method, really?	333
Using tables to enhance trustworthiness in qualitative research	109
Strategies for regenerative business	67
Tackling wicked problems in strategic management with systems thinking	61
Stakeholder theory, strategy, and organization: Past, present, and future	42
Futurescapes: Imagination and temporal reorganization in the design of strategic narratives	42
A call for deep engagement for impact: Addressing the planetary emergency	36
Temporal Work: The Strategic Organization of Time	31
Challenges and practices of interviewing business elites	28
Generational brokerage: An intersubjective perspective on managing temporal orientations in family firm succession	27
Looking forward, looking back: Strategic organization and the business model concept	24
An editorial perspective on judging the quality of inductive research when the methodological straightjacket is loosened	23
Navigating the tensions of quality in qualitative research	22
Painful memories as mnemonic resources: Grand Canyon Dories and the protection of place	21
Process-based temporal coordination in multiparty collaboration for societal challenges	21
How do managerial perceptions of performance feedback affect innovation?	19
Continuity as patterning: A process perspective on continuity	18
Wanted: Heroic leaders to drive the transition to “business beyond usual”	17
Bringing the biophysical to the fore: Re-envisioning organizational adaptation in the era of planetary shifts	17
Strategic organization, dynamic capabilities, and the external environment	15
Pulled in all directions: Open strategy participation as an attention contest	15
Communicative Perspectives on Strategic Organization	15
Where are the entrepreneurs? A call to theorize the micro-foundations and strategic organization of entrepreneurial ecosystems	14
Toward temporally complex collaboration in an interorganizational research network	14
Strategy and organization scholarship through a radical sustainability lens: A call for 5.0	14

Alliance experience and performance outcomes: A meta-analysis	13
A palace fit for the future: Desirability in temporal work	13
It’s strategy. But is it practice? Desperately seeking social practice in strategy-as-practice research	12
Blind to the future: Exploring the contingent effect of managerial hubris on strategic foresight	12
Call for papers: Special issue of Strategic Organization: Research Frontiers on the Attention-Based View of the Firm	12
Routine dynamics: Toward a critical conversation	11
Corporate governance in today’s world: Looking back and an agenda for the future	11
Doing safe while doing good: Slack, risk management capabilities, and the reliability of value creation through CSR	11
Strategic interactions and arenas: A sociological perspective on strategy	10
Organizational reputation: In search of lost time	10
Pivots as strategic responses to crises: Evidence from Italian companies navigating Covid-19	10
In retrospect: The influence of chief executive officers’ historical relative pay on overconfidence	10
Microfoundations of sensing capabilities: From managerial cognition to team behavior	10
Does the CEO effect on performance differ in private versus public firms?	9
Is there a strategic organization in the behavioral theory of the firm? Looking back and looking forward	9
Will rivals enter or wait outside when faced with litigation risk? Patent litigation in complex product industries and international market entry	9
The strategic organization of innovation: State of the art and emerging challenges	8
Microfoundations of ecosystems: The theory-led firm and capability growth	8
Strategic organization in the digital age: Rethinking the concept of technology	8
Explaining the nonalignment of ecosystem partners: A structuralist approach	7
The logic of strategic entrepreneurship	7
Wait-and-see-ism as partial adoption of management practices: The rise and stall of integrated reporting	7
Positioning new identities for appeal: Configurations of optimal distinctiveness amid ancestral identities	6
Seeing business like a state: Firms and industries after the digital revolution	6
Its name suggests it belongs here: The power of a community namesake in decreasing founding rates during industry emergence	6
Putting categories in their place: A research agenda for theorizing place in category research	6
Entrepreneurship: A theory for no theory for now	5
Emotions and attentional engagement in the attention-based view of the firm	5
The governance of learning: Carrots, sticks, and stones in acquisition capability development	5
Your Uber is arriving now: An analysis of platform location decisions through an institutional lens	5
How and why alpha should depend on sample size: A Bayesian-frequentist compromise for significance testing	5
Constructing strategic organization: A field whose time has come	4
Engaging with the past: Discerning meaning in organizational imprints	4
A business model pattern arrives … and then? A translation perspective on business model innovation in established firms	4
Reputation belongs in more strategic decision models (and some data to measure it)	4
Toward a practice-theoretical view of the situated nature of attention	4
Seeking input when the train has left the station: The decoupling of participative strategic decision-making processes and the role of new technology in symbolic management	4
Navigating the promises and perils of researching emerging phenomena in strategy and organizations	4
From impact to impacting: A pragmatist perspective on tackling grand challenges	4
Context and how it matters: Mobilizing spaces for organization-community sustainable change	4
The strategy–identity nexus: The relevance of their temporal interplay to climate change	4
Coauthoring collaborative strategy when voices are many and authority is ambiguous	4
We are all pattern makers! How a flat ontology connects organizational routines and grand challenges	4
The short history and long future of research on market categories	4
Creating complementarities: How entrepreneurs mobilize crowdfunding and local ecosystems	3
Translating, co-creating, and performing: Reflections on a 15-year journey for impact into the grand challenge of disaster insurance	3
Is LGBT inclusion motivated by organizational performance? Exploring the relationships between performance feedback and LGBT inclusion in firms	3
Typical products for outside audiences: The role of typicality when products traverse countries	3
Mitigating industry contagion effects from financial reporting fraud: A competitive dynamics perspective of non-errant rival firms exploiting product-market opportunities	3
The purpose and potential of entrepreneurship research	3

When entrepreneurs become custodians: Categories’ place-based identity and collective coping response in extreme contexts	3
Costs of collective wisdom: How resources influence information aggregation in organizational decision making	3
Reacting to the ambidexterity mandate: How experienced tensions and cognitive dissonance influence innovative behaviors in a global organization	3
Conflict or alignment? The role of return-oriented foreign shareholders and domestic relational shareholders in mitigating earnings management	3
Research frontiers on the attention-based view of the firm	3
A Bayesian approach to nested data analysis: A primer for strategic management research	3
Multimarket contact and target size: The moderating effect of market concentration and location	3
On the emotional dynamics of guided strategizing: An affective view on strategy-making directed by strategy consultants	3
Bending the pipes: Regaining attention through reinvention and renewal	3
Strategic issue diagnosis by top management teams: A multiple-agent model	3
Call for papers: Special issue of Strategic Organization: Impact Driven Strategy Research for Grand Challenges	3
The size of the fight in the dog: The role of teams’ active human capital resources within the human capital-task performance relationship	3
Toward an attention-based view of crises	3
On solid grounds: Dynamic emplacement and category construction in US specialty coffee, 1974–2016	3