| Corporate governance and strategic change in SMEs: The effects of ownership, board composition and top management teams O Brunninge, M Nordqvist, J Wiklund Small Business Economics 29 (3), 295-308, 2007 | 649 | 2007 |
| Using history in organizations: How managers make purposeful reference to history in strategy processes O Brunninge Journal of organizational change management 22 (1), 8-26, 2009 | 246 | 2009 |
| Corporate identity manifested through historical references A Blombäck, O Brunninge Corporate Communications: An International Journal 14 (4), 404-419, 2009 | 174 | 2009 |
| The dual opening to brand heritage in family businesses A Blombäck, O Brunninge Corporate Communications: An International Journal 18 (3), 327-346, 2013 | 140 | 2013 |
| Ownership structure, board composition and entrepreneurship: evidence from family firms and venture‐capital‐backed firms O Brunninge, M Nordqvist International Journal of Entrepreneurial Behavior & Research 10 (1/2), 85-105, 2004 | 123 | 2004 |
| Patterns of dynamic growth in medium-sized companies: Beyond the dichotomy of organic versus acquired growth L Achtenhagen, O Brunninge, L Melin Long range planning 50 (4), 457-471, 2017 | 113 | 2017 |
| “Who am I? Who are we?” Understanding the impact of family business identity on the development of individual and family identity in business families AJ Wielsma, O Brunninge Journal of Family Business Strategy 10 (1), 38-48, 2019 | 92 | 2019 |
| Organisational self-understanding and the strategy process: Strategy dynamics in Scania and Handelsbanken O Brunninge Internationella Handelshögskolan, 2005 | 79 | 2005 |
| Going private: A socioemotional wealth perspective on why family controlled companies decide to leave the stock-exchange B Boers, T Ljungkvist, O Brunninge, M Nordqvist Journal of Family Business Strategy 8 (2), 74-86, 2017 | 52 | 2017 |
| Inventing a past: Corporate heritage as dialectical relationships of past and present O Brunninge, BJ Hartmann Marketing Theory 19 (2), 229-234, 2019 | 32 | 2019 |
| Identifying the role of heritage communication: A stakeholder-function framework A Blombäck, O Brunninge International Studies of Management & Organization 46 (4), 256-268, 2016 | 32 | 2016 |
| Continuity in change—path dependence and transformation in two Swedish multinationals O Brunninge, L Melin The Hidden Dynamics of Path Dependence: Institutions and Organizations, 94-109, 2009 | 18 | 2009 |
| The dynamics of path dependence on the individual, organizational and the field levels: MoDo, the Kempe family and the Swedish pulp and paper industry 1873–1990 O Brunninge, A Melander Management & Organizational History 11 (2), 189-210, 2016 | 16 | 2016 |
| “We have always been responsible” A social memory approach to responsibility in supply chains O Brunninge, HV Fridriksson European Business Review 29 (3), 372-383, 2017 | 13 | 2017 |
| Family heritage in corporate heritage branding: opportunities and risks O Brunninge Foundations of corporate heritage, 259-271, 2017 | 13 | 2017 |
| Family Business Social Responsibility: Is CSR Different in Family Firms? O Brunninge, M Plate, M Ramirez-Pasillas Emotions and service in the digital age, 217-244, 2020 | 12 | 2020 |
| Imprints, self-reinforcement and active reinforcement: The case of corporate value statements A Blombäck, O Brunninge, A Melander Self-reinforcing processes in and among organizations, 162-182, 2013 | 12 | 2013 |
| Invented corporate heritage brands O Brunninge Journal of Brand Management 30 (2), 157-169, 2023 | 11 | 2023 |
| Board composition and strategic change: Some findings from family firms and venture capital backed firms O Brunninge, M Nordqvist Scandinavian Institute for Research in Entrepreneurship (SIRE), 2001 | 11 | 2001 |
| Corporate value statements–a means for family-controlled firms to monitor the agent? A Blombäck, O Brunninge, A Melander | 8 | 2011 |
Anna BlombäckAssistant Professor; Jönköping International Business SchoolVerified email at ju.se
