Andrew Erridge

974 citations
28 papers · 612 · h-index 12

Impact in

Papers in

Andrew Erridge

27 papers receiving 524 citations

Peers

Andrew Erridge
Comparison fields: 5 of 57
  • Strategy and Management 481
  • Management Information Systems 236
  • Public Administration 62
  • Management Science and Operations Research 168
  • Law 48
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Citations per year

Countries citing papers authored by Andrew Erridge

Since Specialization
Citations

This map shows the geographic impact of Andrew Erridge'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 Andrew Erridge with the expected number of citations based on a country's size and research output (numbers larger than one mean the country cites Andrew Erridge more than expected).

Fields of papers citing papers by Andrew Erridge

Since Specialization
Physical SciencesHealth SciencesLife SciencesSocial Sciences

This network shows the impact of papers produced by Andrew Erridge. 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 Andrew Erridge. The network helps show where Andrew Erridge may publish in the future.

Co-authors

The 6 scholars most cited alongside Andrew Erridge, 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 Andrew Erridge Line = papers co-authored together Andrew Erridge links everyone, so they are left out of the graph.

All Works

20 of 20 papers shown

Showing the 20 most-cited of 28 papers — load more, or switch the sort, to bring in the rest.

#Work
1 2002135
2 200789
3 200274
4 200248
5 199444
6 201238
7 199823
8
UK PUBLIC PROCUREMENT POLICY AND THE DELIVERY OF PUBLIC VALUE
200522
9 199821
10 199820
11 200018
12 199917
13 199810
14 20128
15 19987
16
Managing Purchasing: Sourcing and Contracting
19966
17
Involvement of SMEs in Public Procurement
19986
18 20055
19 19995
20
How to manage corporate purchasing synergy in a decentralised company
19993

About Andrew Erridge

Andrew Erridge is a scholar working on Strategy and Management, Public Administration, Management Information Systems, Economics and Econometrics and Political Science and International Relations, having authored 28 papers that have together received 612 indexed citations. Recurring topics across this work include Public Procurement and Policy (15 papers), Public Policy and Administration Research (6 papers), Outsourcing and Supply Chain Management (5 papers), Higher Education Learning Practices (3 papers), Law, Economics, and Judicial Systems (2 papers), Competency Development and Evaluation (2 papers), Social Policy and Reform Studies (2 papers) and Legal Issues in South Africa (2 papers). The work is most often cited by research in Strategy and Management (481 citations), Management Information Systems (236 citations), Public Administration (62 citations), Management Science and Operations Research (168 citations) and Law (48 citations). Andrew Erridge has collaborated with scholars based in United Kingdom, United States and Australia. Frequent co-authors include John McIlroy, John Murray, Guy Callender, Frank Rozemeijer, Michael Connolly and Martin Mulder. Their work appears in journals such as Public Policy and Administration, Public Administration, Public Money & Management, International Journal of Public Sector Management and Journal of Purchasing and Supply Management.

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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