| # | Title | Journal | Year | Citations |
|---|
| 1 | Business Models, Business Strategy and Innovation | Long Range Planning | 2010 | 5,097 |
| 2 | SECI, Ba and Leadership: a Unified Model of Dynamic Knowledge Creation | Long Range Planning | 2000 | 2,544 |
| 3 | Business Model Innovation: Opportunities and Barriers | Long Range Planning | 2010 | 2,521 |
| 4 | Business Model Design: An Activity System Perspective | Long Range Planning | 2010 | 1,986 |
| 5 | From Strategy to Business Models and onto Tactics | Long Range Planning | 2010 | 1,587 |
| 6 | The balanced scorecard: Translating strategy into action | Long Range Planning | 1997 | 1,353 |
| 7 | The Use of Partial Least Squares Structural Equation Modeling in Strategic Management Research: A Review of Past Practices and Recommendations for Future Applications | Long Range Planning | 2012 | 1,338 |
| 8 | Business models and dynamic capabilities | Long Range Planning | 2018 | 1,261 |
| 9 | Hierarchical Latent Variable Models in PLS-SEM: Guidelines for Using Reflective-Formative Type Models | Long Range Planning | 2012 | 1,234 |
| 10 | Business Model Evolution: In Search of Dynamic Consistency | Long Range Planning | 2010 | 1,146 |
| 11 | Building Social Business Models: Lessons from the Grameen Experience | Long Range Planning | 2010 | 993 |
| 12 | Building dynamic capabilities for digital transformation: An ongoing process of strategic renewal | Long Range Planning | 2019 | 983 |
| 13 | Business Models as Models | Long Range Planning | 2010 | 925 |
| 14 | Combining forecasts: A review and annotated bibliography | Long Range Planning | 1990 | 866 |
| 15 | How corporate social responsibility pays off | Long Range Planning | 1996 | 824 |
| 16 | Business Models: Origin, Development and Future Research Perspectives | Long Range Planning | 2016 | 800 |
| 17 | Business Models: A Discovery Driven Approach | Long Range Planning | 2010 | 791 |
| 18 | Embedding Strategic Agility | Long Range Planning | 2010 | 782 |
| 19 | The new marketing—Developing long-term interactive relationships | Long Range Planning | 1987 | 781 |
| 20 | Business Model Innovation through Trial-and-Error Learning | Long Range Planning | 2010 | 777 |
| 21 | Project Success: A Multidimensional Strategic Concept | Long Range Planning | 2001 | 771 |
| 22 | Strategies for Managing Knowledge Assets: the Role of Firm Structure and Industrial Context | Long Range Planning | 2000 | 765 |
| 23 | Business Models and Technological Innovation | Long Range Planning | 2013 | 761 |
| 24 | Strategy as practice | Long Range Planning | 1996 | 696 |
| 25 | Managing Corporate Image and Corporate Reputation | Long Range Planning | 1998 | 678 |
| 26 | Developing intellectual capital at Skandia | Long Range Planning | 1997 | 668 |
| 27 | SWOT analysis: It's time for a product recall | Long Range Planning | 1997 | 650 |
| 28 | The TOWS matrix—A tool for situational analysis | Long Range Planning | 1982 | 640 |
| 29 | Measuring your company's intellectual performance | Long Range Planning | 1997 | 635 |
| 30 | Sustainability in Action: Identifying and Measuring the Key Performance Drivers | Long Range Planning | 2001 | 570 |
| 31 | Strategic Development of Business Models | Long Range Planning | 2010 | 520 |
| 32 | The knowledge-based view of the firm: Implications for management practice | Long Range Planning | 1997 | 507 |
| 33 | Valuation: Measuring and managing the value of companies | Long Range Planning | 1992 | 498 |
| 34 | Competing on the Edge: Strategy as Structured Chaos | Long Range Planning | 1998 | 497 |
| 35 | Rethinking Partial Least Squares Path Modeling: In Praise of Simple Methods | Long Range Planning | 2012 | 475 |
| 36 | Failing to Learn and Learning to Fail (Intelligently) | Long Range Planning | 2005 | 467 |
| 37 | Business-Model Innovation: General Purpose Technologies and their Implications for Industry Structure | Long Range Planning | 2010 | 465 |
| 38 | A concept of corporate planning | Long Range Planning | 1970 | 460 |
| 39 | Corporate-NGO Collaboration: Co-creating New Business Models for Developing Markets | Long Range Planning | 2010 | 459 |
| 40 | Dynamic Capabilities and Performance: Strategy, Structure and Environment | Long Range Planning | 2013 | 454 |
| 41 | Business Model: What It Is and What It Is Not | Long Range Planning | 2014 | 446 |
| 42 | Five stages of growth in small business | Long Range Planning | 1987 | 444 |
| 43 | Knowledge management: A strategic agenda | Long Range Planning | 1997 | 415 |
| 44 | On the Emancipation of PLS-SEM: A Commentary on Rigdon (2012) | Long Range Planning | 2014 | 404 |
| 45 | Complex Business Models: Managing Strategic Paradoxes Simultaneously | Long Range Planning | 2010 | 396 |
| 46 | Identifying and using critical success factors | Long Range Planning | 1984 | 370 |
| 47 | Business models and business model innovation: Between wicked and paradigmatic problems | Long Range Planning | 2018 | 365 |
| 48 | Strategic Management of Stakeholders: Theory and Practice | Long Range Planning | 2011 | 359 |
| 49 | Understanding knowledge management | Long Range Planning | 1997 | 356 |
| 50 | Making the Most of Your Company's Knowledge: A Strategic Framework | Long Range Planning | 2001 | 356 |
