Jim Sheffield
Impact in
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- Collaboration in agile enterprises
- Management Information Systems top 10%
Papers in
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- Complex Systems and Decision Making 3
- Construction Project Management and Performance 2
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- Team Dynamics and Performance 3
- Co-authors
- R. Brent Gallupe (2 shared papers)Tim Haslett (1 shared paper)Shankar Sankaran (1 shared paper)Jeryl L. Mumpower (1 shared paper)Richard G. Miller (1 shared paper)Robert M. Mason (1 shared paper)
- Journals
- Group Decision and Negotiation (2 papers)Journal of Management Information Systems (2 papers)International Journal of Project Management (1 paper)International Journal of Business Information Systems (1 paper)On the Horizon The International Journal of Learning Futures (1 paper)
- Partner nations
- New ZealandUnited StatesAustralia
In The Last Decade
Jim Sheffield
8 papers receiving 249 citations
Peers
Comparison fields: 5 of 51
- Management of Technology and Innovation 68
- Management Information Systems 84
- Management Science and Operations Research 101
- Information Systems 110
- Communication 28
Countries citing papers authored by Jim Sheffield
This map shows the geographic impact of Jim Sheffield'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 Jim Sheffield with the expected number of citations based on a country's size and research output (numbers larger than one mean the country cites Jim Sheffield more than expected).
Fields of papers citing papers by Jim Sheffield
This network shows the impact of papers produced by Jim Sheffield. 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 Jim Sheffield. The network helps show where Jim Sheffield may publish in the future.
Co-authors
The 6 scholars most cited alongside Jim Sheffield, linked wherever they have co-authored with each other. Click a name or a connecting line to browse the papers they share.
All Works
| # | Work | ||
|---|---|---|---|
| 1 | 2012 | 138 | |
| 2 | 2012 | 53 | |
| 3 | 1993 | 25 | |
| 4 | 1994 | 16 | |
| 5 | 2004 | 16 | |
| 6 | 2004 | 12 | |
| 7 | 2005 | 10 | |
| 8 | Debiasing the military appreciation process | 2017 | 1 |
| 9 | 2007 | 0 |
About Jim Sheffield
Jim Sheffield is a scholar working on Management Science and Operations Research, Social Psychology, Sociology and Political Science, Communication and Strategy and Management, having authored 9 papers that have together received 271 indexed citations. Recurring topics across this work include Team Dynamics and Performance (3 papers), Complex Systems and Decision Making (3 papers), Knowledge Management and Sharing (2 papers), Construction Project Management and Performance (2 papers), Software Engineering Techniques and Practices (2 papers), Conflict Management and Negotiation (1 paper), Military and Defense Studies (1 paper) and Innovation and Knowledge Management (1 paper). The work is most often cited by research in Management of Technology and Innovation (68 citations), Management Information Systems (84 citations), Management Science and Operations Research (101 citations), Information Systems (110 citations) and Communication (28 citations). Jim Sheffield has collaborated with scholars based in New Zealand, United States and Australia. Frequent co-authors include R. Brent Gallupe, Tim Haslett, Shankar Sankaran, Jeryl L. Mumpower, Richard G. Miller and Robert M. Mason. Their work appears in journals such as Group Decision and Negotiation, Journal of Management Information Systems, International Journal of Project Management, International Journal of Business Information Systems and On the Horizon The International Journal of Learning Futures.
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.