Barry J. Witcher

856 citations
31 papers · 631 · h-index 15

Impact in

Papers in

Barry J. Witcher

28 papers receiving 556 citations

Peers

Barry J. Witcher
Comparison fields: 5 of 72
  • Management Information Systems 327
  • Strategy and Management 332
  • Organizational Behavior and Human Resource Management 121
  • Marketing 91
  • Management Science and Operations Research 99
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Citations per field
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Citations per year

Countries citing papers authored by Barry J. Witcher

Since Specialization
Citations

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

Fields of papers citing papers by Barry J. Witcher

Since Specialization
Physical SciencesHealth SciencesLife SciencesSocial Sciences

This network shows the impact of papers produced by Barry J. Witcher. 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 Barry J. Witcher. The network helps show where Barry J. Witcher may publish in the future.

Co-authors

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

All Works

20 of 20 papers shown

Showing the 20 most-cited of 31 papers — load more, or switch the sort, to bring in the rest.

#Work
1 199182
2 200751
3 199948
4 199347
5 199446
6 200840
7 199139
8 201235
9 200328
10 200527
11 200027
12 200222
13 199720
14 199518
15
Strategic Management: Principles and Practice
201017
16 200114
17 201914
18
Hoshin Kanri through the Eyes of English Language Texts
201310
19 200810
20 20069

About Barry J. Witcher

Barry J. Witcher is a scholar working on Strategy and Management, Management Information Systems, Management Science and Operations Research, Organizational Behavior and Human Resource Management and Anthropology, having authored 31 papers that have together received 631 indexed citations. Recurring topics across this work include Innovation and Knowledge Management (8 papers), Accounting and Organizational Management (6 papers), Quality and Supply Management (6 papers), International Business and FDI (3 papers), Organizational Learning and Leadership (2 papers), Construction Project Management and Performance (2 papers), Public Policy and Administration Research (2 papers) and Management and Organizational Studies (2 papers). The work is most often cited by research in Management Information Systems (327 citations), Strategy and Management (332 citations), Organizational Behavior and Human Resource Management (121 citations), Marketing (91 citations) and Management Science and Operations Research (99 citations). Barry J. Witcher has collaborated with scholars based in United Kingdom and United States. Frequent co-authors include Vinh Sum Chau, Adrian Wilkinson, Andrew Harvey, C. R. Whittaker, Peter Garnsey and Keith Hopkins. Their work appears in journals such as Managerial Auditing Journal, British Journal of Management, Management Decision, Long Range Planning and Journal of Management Studies.

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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