Richard John Ormerod

75 papers receiving 1.2k citations

Peers

Richard John Ormerod
Comparison fields: 5 of 108
  • Management Science and Operations Research 837
  • Management Information Systems 219
  • Artificial Intelligence 470
  • Organizational Behavior and Human Resource Management 134
  • Strategy and Management 168
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Citations per year

Countries citing papers authored by Richard John Ormerod

Since Specialization
Citations

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

Fields of papers citing papers by Richard John Ormerod

Since Specialization
Physical SciencesHealth SciencesLife SciencesSocial Sciences

This network shows the impact of papers produced by Richard John Ormerod. 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 Richard John Ormerod. The network helps show where Richard John Ormerod may publish in the future.

Co-authors

The 14 scholars most cited alongside Richard John Ormerod, 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 Richard John Ormerod Line = papers co-authored together Richard John Ormerod links everyone, so they are left out of the graph.

All Works

20 of 20 papers shown

Showing the 20 most-cited of 77 papers — load more, or switch the sort, to bring in the rest.

#Work
1 199591
2 200581
3 201365
4 201259
5 199846
6 201345
7 199745
8 199641
9 199638
10 201938
11 199637
12 199636
13 199736
14 199834
15 199932
16 200231
17 201930
18 199724
19 200924
20 200523

About Richard John Ormerod

Richard John Ormerod is a scholar working on Management Science and Operations Research, Artificial Intelligence, Management Information Systems, Strategy and Management and Sociology and Political Science, having authored 77 papers that have together received 1.3k indexed citations. Recurring topics across this work include Complex Systems and Decision Making (40 papers), Cognitive Science and Mapping (20 papers), Information Systems Theories and Implementation (17 papers), AI-based Problem Solving and Planning (8 papers), Competitive and Knowledge Intelligence (5 papers), ERP Systems Implementation and Impact (3 papers), Organizational Management and Leadership (3 papers) and Organizational Learning and Leadership (3 papers). The work is most often cited by research in Management Science and Operations Research (837 citations), Management Information Systems (219 citations), Artificial Intelligence (470 citations), Organizational Behavior and Human Resource Management (134 citations) and Strategy and Management (168 citations). Richard John Ormerod has collaborated with scholars based in United Kingdom, Portugal and Switzerland. Frequent co-authors include Werner Ulrich, Ruey‐Lin Hsiao, Ian E. Morley, John McLeod, Leroy White, Mike Yearworth, Bo Chen, Nigel Jackson, Stephan C. M. Henneberg and Darren G. Lilleker. Their work appears in journals such as Journal of the Operational Research Society, European Journal of Operational Research, Systems Research and Behavioral Science, Omega and INFORMS Journal on Applied Analytics.

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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