| Real versus sample-based differences in comparative family business research A Jorissen, E Laveren, R Martens, AM Reheul Family Business Review 18 (3), 229-246, 2005 | 211 | 2005 |
| Building capabilities to manage strategic alliances K Sluyts, P Matthyssens, R Martens, S Streukens Industrial Marketing Management 40 (6), 875-886, 2011 | 191 | 2011 |
| Strategy as a situational puzzle: The fit of components I Bogaert, R Martens, A Van Cauwenbergh Competence-based competition/Hamel, Gary [edit.], 57-74, 1994 | 170 | 1994 |
| The impact of trust on strategic resource acquisition through interorganizational networks: Towards a conceptual model S De Wever, R Martens, K Vandenbempt Human relations 58 (12), 1523-1543, 2005 | 156 | 2005 |
| On the role and function of formal analysis in strategic investment decision processes: results from an empirical study in Belgium A Van CauwenbeRgh, E Durinck, R Martens, E Laveren, I BogaeRt Management Accounting Research 7 (2), 169-184, 1996 | 97 | 1996 |
| Differences between family and non-family firms: The impact of different research samples with increasing elimination of demographic sample differences A Jorissen, E Laveren, R Martens, AM Reheul | 44 | 2002 |
| Asset stocks, strategic groups and rivalry K Cool, I Dierickx, R Martens Strategic Groups, Strategic Moves and Performance, Pergamon, Oxford, 219-34, 1994 | 35 | 1994 |
| Market strategy renewal as a dynamic incremental process R Martens, P Matthyssens, K Vandenbempt Journal of Business Research 65 (6), 720-728, 2012 | 33 | 2012 |
| From “manager” to “strategist” An examination of the evolving role of persistent high-growth entrepreneurs Y Dillen, E Laveren, R Martens, S De Vocht, E Van Imschoot International Journal of Entrepreneurial Behavior & Research 25 (1), 2-28, 2019 | 32 | 2019 |
| Top management team advice-seeking and environmental competitiveness impacts on technological innovation B Prasad, R Martens International Journal of Technology Management 69 (1), 77-92, 2015 | 21 | 2015 |
| Growth persistence and profile robustness of high-growth firms Y Dillen, E Laveren, R Martens, S De Vocht, E Van Imschoot International Journal of Entrepreneurial Venturing 6 (4), 299-330, 2014 | 20 | 2014 |
| How to build alliance capability: A life cycle approach K Sluyts, R Martens, P Matthyssens Enhancing Competences for Competitive Advantage 12, 173-200, 2010 | 19 | 2010 |
| Learning and capability development: The impact of social capital S De Wever Advances in applied business strategy, 121-157, 2008 | 12 | 2008 |
| Developing capabilities through networks: a step-by-step process S De Wever, A Lievens, R Martens, K Vandenbempt Competence Perspectives on Managing Interfirm Interactions, 71-110, 2005 | 12 | 2005 |
| Differences between family and non-family firms A Jorissen, E Laveren, R Martens, A Reheul Antwerp, Belgium: University of Antwerp, Faculty of Applied Economics, 2001 | 12 | 2001 |
| Planning and control practices in family firms versus non-family firms: empirical evidence from SMEs in the wholesale sector A Jorissen, R Martens, AM Reheul | 11 | 2001 |
| Strategic group formation and performance. the case of the pharmaceutical industry in five EC countries 1978-1985 R Martens Faculty of Applied Economics, 402, 1988 | 11 | 1988 |
| Towards a dynamic concept of alliance capability K Sluyts, R Martens, P Matthyssens | 10 | 2008 |
| Preparing for the future as a situational puzzle: The fit of strategic assets R Martens, I Bogaert, A Van Cauwenbergh International Studies of Management & Organization 27 (2), 7-20, 1997 | 10 | 1997 |
| Strategic group formation and performance implications R Martens The case of the, 1988 | 9 | 1988 |
