Susan E. Jackson
Impact in
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- Human Resource and Talent Management
- Job Satisfaction and Organizational Behavior
- Marketing top 0.1%
- Environmental Sustainability in Business
Papers in
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- Human Resource and Talent Management 35
- Job Satisfaction and Organizational Behavior 10
-
- Team Dynamics and Performance 18
- Stress and Burnout Research 6
- Co-authors
- Randall S. Schüler (35 shared papers)Karen A. Bantel (1 shared paper)Aparna Joshi (6 shared papers)Christina Maslach (4 shared papers)Mark A. Huselid (1 shared paper)Jane E. Dutton (1 shared paper)Shuang Ren (3 shared papers)Kaifeng Jiang (2 shared papers)
- Journals
- Academy of Management Journal (6 papers)Journal of Management (5 papers)Journal of Organizational Behavior (4 papers)Journal of Applied Psychology (4 papers)Academy of Management Annals (2 papers)
- Partner nations
- United StatesChinaUnited Kingdom
In The Last Decade
Susan E. Jackson
92 papers receiving 17.7k citations
Susan E. Jackson's Hit Papers
Peers
Comparison fields: 5 of 136
- Organizational Behavior and Human Resource Management 7.8k
- Marketing 2.2k
- Human Factors and Ergonomics 923
- Social Psychology 3.9k
- Strategy and Management 3.2k
Countries citing papers authored by Susan E. Jackson
This map shows the geographic impact of Susan E. Jackson'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 Susan E. Jackson with the expected number of citations based on a country's size and research output (numbers larger than one mean the country cites Susan E. Jackson more than expected).
Fields of papers citing papers by Susan E. Jackson
This network shows the impact of papers produced by Susan E. Jackson. 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 Susan E. Jackson. The network helps show where Susan E. Jackson may publish in the future.
Co-authors
The 25 scholars most cited alongside Susan E. Jackson, linked wherever they have co-authored with each other. Click a name or a connecting line to browse the papers they share.
All Works
Showing the 20 most-cited of 94 papers — load more, or switch the sort, to bring in the rest.
| # | Work | ||
|---|---|---|---|
| 1 | Top management and innovations in banking: Does the composition of the top team make a difference? Hit paper breakdown → | 1989 | 2192 |
| 2 | Linking Competitive Strategies with Human Resource Management Practices Hit paper breakdown → | 1987 | 1499 |
| 3 | A meta-analysis and conceptual critique of research on role ambiguity and role conflict in work settings Hit paper breakdown → | 1985 | 1418 |
| 4 | TECHNICAL AND STRATEGIC HUMAN RESOURCES MANAGEMENT EFFECTIVENESS AS DETERMINANTS OF FIRM PERFORMANCE. Hit paper breakdown → | 1997 | 1339 |
| 5 | Recent Research on Team and Organizational Diversity: SWOT Analysis and Implications Hit paper breakdown → | 2003 | 873 |
| 6 | Building Theoretical and Empirical Bridges Across Levels: Multilevel Research in Management Hit paper breakdown → | 2007 | 853 |
| 7 | The effects of diversity on business performance: Report of the diversity research network Hit paper breakdown → | 2003 | 791 |
| 8 | 1988 | 721 | |
| 9 | 1991 | 706 | |
| 10 | Green human resource management research in emergence: A review and future directions Hit paper breakdown → | 2017 | 687 |
| 11 | Multilevel Influences on Voluntary Workplace Green Behavior: Individual Differences, Leader Behavior, and Coworker Advocacy Hit paper breakdown → | 2014 | 547 |
| 12 | An Aspirational Framework for Strategic Human Resource Management Hit paper breakdown → | 2014 | 541 |
| 13 | 1989 | 508 | |
| 14 | Burnout in organizational settings. | 1984 | 483 |
| 15 | An Aspirational Framework for Strategic Human Resource Management Hit paper breakdown → | 2013 | 466 |
| 16 | 1982 | 408 | |
| 17 | 2010 | 385 | |
| 18 | 1983 | 376 | |
| 19 | Can Knowledge-Intensive Teamwork Be Managed? Examining the Roles of HRM Systems, Leadership, and Tacit Knowledge Hit paper breakdown → | 2013 | 345 |
| 20 | 2010 | 330 |
About Susan E. Jackson
Susan E. Jackson is a scholar working on Organizational Behavior and Human Resource Management, Social Psychology, Marketing, Strategy and Management and Gender Studies, having authored 94 papers that have together received 20.1k indexed citations. Recurring topics across this work include Human Resource and Talent Management (35 papers), Team Dynamics and Performance (18 papers), Environmental Sustainability in Business (11 papers), Job Satisfaction and Organizational Behavior (10 papers), Gender Diversity and Inequality (7 papers), Stress and Burnout Research (6 papers), Innovation and Knowledge Management (4 papers) and Knowledge Management and Sharing (4 papers). The work is most often cited by research in Organizational Behavior and Human Resource Management (7.8k citations), Marketing (2.2k citations), Human Factors and Ergonomics (923 citations), Social Psychology (3.9k citations) and Strategy and Management (3.2k citations). Susan E. Jackson has collaborated with scholars based in United States, China and United Kingdom. Frequent co-authors include Randall S. Schüler, Karen A. Bantel, Aparna Joshi, Christina Maslach, Mark A. Huselid, Jane E. Dutton, Shuang Ren, Kaifeng Jiang, Guiyao Tang and Niclas Erhardt. Their work appears in journals such as Academy of Management Journal, Journal of Management, Journal of Organizational Behavior, Journal of Applied Psychology and Academy of Management Annals.
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.