OOIR: Observatory of International Research

Papers

(The median citation count of Strategic Organization is 2. 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 2020-03-01 to 2024-03-01.)

Article	Citations
What is the Eisenhardt Method, really?	244
Using tables to enhance trustworthiness in qualitative research	82
Tackling wicked problems in strategic management with systems thinking	40
Strategies for regenerative business	39
Futurescapes: Imagination and temporal reorganization in the design of strategic narratives	25
A call for deep engagement for impact: Addressing the planetary emergency	24
Navigating the tensions of quality in qualitative research	21
The role of top management teams in firm responses to performance shortfalls	20
Becoming a strategist: The roles of strategy discourse and ontological security in managerial identity work	20
Challenges and practices of interviewing business elites	20
Temporal Work: The Strategic Organization of Time	20
Stakeholder theory, strategy, and organization: Past, present, and future	19
Generational brokerage: An intersubjective perspective on managing temporal orientations in family firm succession	19
An editorial perspective on judging the quality of inductive research when the methodological straightjacket is loosened	19
Capturing emotions in qualitative strategic organization research	17
The art of stage-craft: A dramaturgical perspective on strategic change	16
Acquisitions of non-controlling equity stakes: Agency conflicts and profitability	16
The breadth of business model reconfiguration and firm performance	15
Wanted: Heroic leaders to drive the transition to “business beyond usual”	15
Looking forward, looking back: Strategic organization and the business model concept	14
Process-based temporal coordination in multiparty collaboration for societal challenges	14
Business education as if people and the planet really matter	14
How do managerial perceptions of performance feedback affect innovation?	13
Painful memories as mnemonic resources: Grand Canyon Dories and the protection of place	13
Continuity as patterning: A process perspective on continuity	12

Bringing the biophysical to the fore: Re-envisioning organizational adaptation in the era of planetary shifts	12
Call for papers: Special issue ofStrategic Organization: Research Frontiers on the Attention-Based View of the Firm	12
Strategy and organization scholarship through a radical sustainability lens: A call for 5.0	12
Communicative Perspectives on Strategic Organization	11
Strategic organization, dynamic capabilities, and the external environment	11
Says who? How the match between the social identity of organizations and their audiences increases perceptions of organizational authenticity	11
“Corporate governance” and performance in nonprofit organizations	11
Alliance experience and performance outcomes: A meta-analysis	11
Does overconfidence pay off when things go well? CEO overconfidence, firm performance, and the business cycle	11
The competitive advantage of affiliation with business groups in the political environment: Evidence from the Arab Spring	10
The discursive construction of participation: Assigning and justifying responsibility in management meetings	9
A palace fit for the future: Desirability in temporal work	9
Growing pains: Paradoxical tensions and vicious cycles in new venture growth	9
Blind to the future: Exploring the contingent effect of managerial hubris on strategic foresight	9
Toward temporally complex collaboration in an interorganizational research network	9
It’s strategy. But is it practice? Desperately seeking social practice in strategy-as-practice research	8
In retrospect: The influence of chief executive officers’ historical relative pay on overconfidence	8
Where are the entrepreneurs? A call to theorize the micro-foundations and strategic organization of entrepreneurial ecosystems	8
Organizational reputation: In search of lost time	8
Routine dynamics: Toward a critical conversation	7
Pulled in all directions: Open strategy participation as an attention contest	7
Does the CEO effect on performance differ in private versus public firms?	7
Microfoundations of sensing capabilities: From managerial cognition to team behavior	7
Doing safe while doing good: Slack, risk management capabilities, and the reliability of value creation through CSR	6
Positioning new identities for appeal: Configurations of optimal distinctiveness amid ancestral identities	5
Strategic interactions and arenas: A sociological perspective on strategy	5
Acquisition target selection and technological relatedness: The moderating role of Top Management Team demographic faultlines	5
Alleviating concerns of misappropriation in corporate venture capital: Creating credible commitments and calculative trust	5
Engaging with the past: Discerning meaning in organizational imprints	4
Seeing business like a state: Firms and industries after the digital revolution	4
Strategic organization in the digital age: Rethinking the concept of technology	4
Is there a strategic organization in the behavioral theory of the firm? Looking back and looking forward	4
Pivots as strategic responses to crises: Evidence from Italian companies navigating Covid-19	4
Corporate governance in today’s world: Looking back and an agenda for the future	4
Your Uber is arriving now: An analysis of platform location decisions through an institutional lens	4
Explaining the nonalignment of ecosystem partners: A structuralist approach	4
Constructing strategic organization: A field whose time has come	4
Wait-and-see-ism as partial adoption of management practices: The rise and stall of integrated reporting	4
Corporate strategy uniqueness, analyst herding, and financing constraints	3
The governance of learning: Carrots, sticks, and stones in acquisition capability development	3
The logic of strategic entrepreneurship	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
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	3
Toward a routine-based view of interfirm rivalry	3
Strategic issue diagnosis by top management teams: A multiple-agent model	3
Context and how it matters: Mobilizing spaces for organization-community sustainable change	3
Will rivals enter or wait outside when faced with litigation risk? Patent litigation in complex product industries and international market entry	3
Navigating the promises and perils of researching emerging phenomena in strategy and organizations	3
Entrepreneurship: A theory for no theory for now	3
Emotions and attentional engagement in the attention-based view of the firm	3

Decision comprehensiveness and the outcomes of firms: Reinterpreting and extending a recent meta-analysis	3
The strategy–identity nexus: The relevance of their temporal interplay to climate change	3
The strategic organization of innovation: State of the art and emerging challenges	3
Costs of collective wisdom: How resources influence information aggregation in organizational decision making	2
The communicative constitution of institutional change in expression games	2
Mitigating industry contagion effects from financial reporting fraud: A competitive dynamics perspective of non-errant rival firms exploiting product-market opportunities	2
On solid grounds: Dynamic emplacement and category construction in US specialty coffee, 1974–2016	2
Coauthoring collaborative strategy when voices are many and authority is ambiguous	2
Its name suggests it belongs here: The power of a community namesake in decreasing founding rates during industry emergence	2
The short history and long future of research on market categories	2
Microfoundations of ecosystems: The theory-led firm and capability growth	2
A Bayesian approach to nested data analysis: A primer for strategic management research	2
The purpose and potential of entrepreneurship research	2
On the emotional dynamics of guided strategizing: An affective view on strategy-making directed by strategy consultants	2
Broad versus narrow organizational scope among nonprofits: The moderating effects of the task environment	2
Putting categories in their place: A research agenda for theorizing place in category research	2
Multimarket contact and target size: The moderating effect of market concentration and location	2