Andrea D. Ellinger

5.0k citations
79 papers · 3.3k · h-index 30

Impact in

Papers in

Andrea D. Ellinger

72 papers receiving 2.9k citations

Peers

Andrea D. Ellinger
Comparison fields: 5 of 106
  • Organizational Behavior and Human Resource Management 1.8k
  • Applied Psychology 793
  • Human Factors and Ergonomics 253
  • Communication 334
  • Strategy and Management 630
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Citations per field
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Citations per year

Countries citing papers authored by Andrea D. Ellinger

Since Specialization
Citations

This map shows the geographic impact of Andrea D. Ellinger's research. It shows the number of citations coming from papers published by authors working in each country. You can also color the map by specialization and compare the number of citations received by Andrea D. Ellinger with the expected number of citations based on a country's size and research output (numbers larger than one mean the country cites Andrea D. Ellinger more than expected).

Fields of papers citing papers by Andrea D. Ellinger

Since Specialization
Physical SciencesHealth SciencesLife SciencesSocial Sciences

This network shows the impact of papers produced by Andrea D. Ellinger. Nodes represent research fields, and links connect fields that are likely to share authors. Colored nodes show fields that tend to cite the papers produced by Andrea D. Ellinger. The network helps show where Andrea D. Ellinger may publish in the future.

Co-authors

The 25 scholars most cited alongside Andrea D. Ellinger, linked wherever they have co-authored with each other. Click a name or a connecting line to browse the papers they share.

Border = papers with Andrea D. Ellinger Line = papers co-authored together Andrea D. Ellinger links everyone, so they are left out of the graph.

All Works

20 of 20 papers shown

Showing the 20 most-cited of 79 papers — load more, or switch the sort, to bring in the rest.

#Work
1 2002372
2 2003308
3 1999215
4 2005174
5 2004147
6 2013120
7 1999119
8 2013115
9 2008100
10 200699
11 201096
12 200294
13 200791
14 201489
15 201189
16 201686
17 201282
18 200570
19 200866
20 200265

About Andrea D. Ellinger

Andrea D. Ellinger is a scholar working on Organizational Behavior and Human Resource Management, Applied Psychology, Education, Social Psychology and Strategy and Management, having authored 79 papers that have together received 3.3k indexed citations. Recurring topics across this work include Organizational Learning and Leadership (25 papers), Job Satisfaction and Organizational Behavior (18 papers), Human Resource Development and Performance Evaluation (15 papers), Coaching Methods and Impact (13 papers), Innovation and Knowledge Management (9 papers), Management and Organizational Studies (8 papers), Intellectual Capital and Performance Analysis (6 papers) and Innovative Education and Learning Practices (6 papers). The work is most often cited by research in Organizational Behavior and Human Resource Management (1.8k citations), Applied Psychology (793 citations), Human Factors and Ergonomics (253 citations), Communication (334 citations) and Strategy and Management (630 citations). Andrea D. Ellinger has collaborated with scholars based in United States, United Kingdom and Taiwan. Frequent co-authors include Alexander E. Ellinger, Robert P. Bostrom, Scott B. Keller, Robert G. Hamlin, Baiyin Yang, Shelly Howton, Rona S. Beattie, Yulin Wang, Karen E. Watkins and Maria Cseh. Their work appears in journals such as Human Resource Development Quarterly, Human Resource Development International, Journal of Workplace Learning, Management Learning and Journal of Business Research.

Rankless uses publication and citation data sourced from OpenAlex, an open and comprehensive bibliographic database. While OpenAlex provides broad and valuable coverage of the global research landscape, it—like all bibliographic datasets—has inherent limitations. These include incomplete records, variations in author disambiguation, differences in journal indexing, and delays in data updates. As a result, some metrics and network relationships displayed in Rankless may not fully capture the entirety of a scholar's output or impact.

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