Stephen Swailes

2.6k citations
50 papers · 1.7k · h-index 22

Impact in

Papers in

Stephen Swailes

49 papers receiving 1.4k citations

Peers

Stephen Swailes
Comparison fields: 5 of 116
  • Organizational Behavior and Human Resource Management 852
  • Research and Theory 14
  • Strategy and Management 261
  • Social Psychology 312
  • Human Factors and Ergonomics 33
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Citations per year

Countries citing papers authored by Stephen Swailes

Since Specialization
Citations

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

Fields of papers citing papers by Stephen Swailes

Since Specialization
Physical SciencesHealth SciencesLife SciencesSocial Sciences

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

Co-authors

The 25 scholars most cited alongside Stephen Swailes, 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 Stephen Swailes Line = papers co-authored together Stephen Swailes links everyone, so they are left out of the graph.

All Works

20 of 20 papers shown

Showing the 20 most-cited of 50 papers — load more, or switch the sort, to bring in the rest.

#Work
1
Organizational Change
1997331
2 2002158
3 201290
4 201481
5 201579
6 200769
7 200463
8 200656
9 199953
10 201351
11 200249
12 200248
13 199946
14 200446
15 200642
16 200537
17
Work psychology: understanding human behaviour in the workplace (5th ed)
201034
18 200026
19 200326
20 201224

About Stephen Swailes

Stephen Swailes is a scholar working on Organizational Behavior and Human Resource Management, Social Psychology, Sociology and Political Science, Strategy and Management and Management of Technology and Innovation, having authored 50 papers that have together received 1.7k indexed citations. Recurring topics across this work include Human Resource and Talent Management (12 papers), Job Satisfaction and Organizational Behavior (9 papers), Team Dynamics and Performance (7 papers), Higher Education and Employability (6 papers), Innovation and Knowledge Management (5 papers), Employer Branding and e-HRM (5 papers), Emotional Intelligence and Performance (4 papers) and Entrepreneurship Studies and Influences (4 papers). The work is most often cited by research in Organizational Behavior and Human Resource Management (852 citations), Research and Theory (14 citations), Strategy and Management (261 citations), Social Psychology (312 citations) and Human Factors and Ergonomics (33 citations). Stephen Swailes has collaborated with scholars based in United Kingdom, United States and Spain. Frequent co-authors include Barbara Senior, Yvonne Downs, Aitor Aritzeta, David Biggs, Jillian Dawes, Kevin Orr, Ian Brooks, Sabino Ayestarán, Simon Roodhouse and Steven Baker. Their work appears in journals such as International Journal of Selection and Assessment, Employee Relations, Journal of Management Development, Human Resource Development International and Management Decision.

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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