Alan E. Ellstrand

8.5k total citations · 4 hit papers
39 papers, 6.5k citations indexed

About

Alan E. Ellstrand is a scholar working on Accounting, Strategy and Management and Organizational Behavior and Human Resource Management. According to data from OpenAlex, Alan E. Ellstrand has authored 39 papers receiving a total of 6.5k indexed citations (citations by other indexed papers that have themselves been cited), including 32 papers in Accounting, 11 papers in Strategy and Management and 9 papers in Organizational Behavior and Human Resource Management. Recurrent topics in Alan E. Ellstrand's work include Corporate Finance and Governance (31 papers), Family Business Performance and Succession (6 papers) and Auditing, Earnings Management, Governance (6 papers). Alan E. Ellstrand is often cited by papers focused on Corporate Finance and Governance (31 papers), Family Business Performance and Succession (6 papers) and Auditing, Earnings Management, Governance (6 papers). Alan E. Ellstrand collaborates with scholars based in United States, Israel and Latvia. Alan E. Ellstrand's co-authors include Catherine M. Daily, Jonathan L. Johnson, Dan R. Dalton, Jean L. Johnson, D. R. Dalton, László Tihanyi, Heather R. Dixon‐Fowler, Andrea M. Romi, Daniel J. Slater and Ru‐Shiun Liou and has published in prestigious journals such as Academy of Management Review, Academy of Management Journal and Strategic Management Journal.

In The Last Decade

Alan E. Ellstrand

39 papers receiving 5.8k citations

Hit Papers

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What are hit papers?

Hit papers significantly outperform the citation benchmark for their cohort. A paper qualifies if it has ≥500 total citations, achieves ≥1.5× the top-1% citation threshold for papers in the same subfield and year (this is the minimum needed to enter the top 1%, not the average within it), or reaches the top citation threshold in at least one of its specific research topics.

Meta-analytic reviews of board composition, leadership structure, and financial performance

1998 1.7k citations Dan R. Dalton, Catherine M. Daily et al. Strategic Management Journal profile →
NUMBER OF DIRECTORS AND FINANCIAL PERFORMANCE: A META-ANALYSIS.

1999 1.3k citations Catherine M. Daily, Alan E. Ellstrand et al. Academy of Management Journal profile →
Boards of Directors: A Review and Research Agenda

1996 848 citations Jonathan L. Johnson, Catherine M. Daily et al. Journal of Management profile →
Beyond “Does it Pay to be Green?” A Meta-Analysis of Moderators of the CEP–CFP Relationship

2012 532 citations Jonathan L. Johnson, Alan E. Ellstrand et al. profile →

Author Peers

Peers are selected by citation overlap in the author's most active subfields. citations · hero ref

Author						Papers	Cites
Alan E. Ellstrand	4.9k	2.8k	1.6k	762	694	39	6.5k
Thomas Dalziel	3.6k 0.7×	1.8k 0.6×	1.4k 0.8×	333 0.4×	856 1.2×	8	4.4k
Wm. Gerard Sanders	2.5k 0.5×	2.0k 0.7×	1.3k 0.8×	269 0.4×	604 0.9×	26	4.3k
Nandini Rajagopalan	2.6k 0.5×	2.4k 0.8×	1.5k 0.9×	245 0.3×	318 0.5×	46	4.9k
Wallace N. Davidson	5.8k 1.2×	3.3k 1.1×	843 0.5×	594 0.8×	291 0.4×	143	7.4k
Emma García‐Meca	3.5k 0.7×	2.6k 0.9×	576 0.4×	587 0.8×	611 0.9×	91	4.6k
Jennifer Martínez‐Ferrero	3.1k 0.6×	3.9k 1.4×	608 0.4×	1.9k 2.4×	709 1.0×	104	5.6k
Pornsit Jiraporn	5.7k 1.2×	3.3k 1.2×	493 0.3×	746 1.0×	627 0.9×	308	7.0k
Jerayr Haleblian	2.8k 0.6×	2.5k 0.9×	1.0k 0.6×	193 0.3×	289 0.4×	34	4.5k
Robert M. Wiseman	3.7k 0.8×	2.0k 0.7×	1.8k 1.1×	239 0.3×	178 0.3×	51	5.3k
Marta A. Geletkanycz	2.0k 0.4×	2.0k 0.7×	1.5k 0.9×	294 0.4×	617 0.9×	13	4.2k

Countries citing papers authored by Alan E. Ellstrand

Since Specialization

Citations

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

Fields of papers citing papers by Alan E. Ellstrand

Since Specialization

Physical SciencesHealth SciencesLife SciencesSocial Sciences

This network shows the impact of papers produced by Alan E. Ellstrand. 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 Alan E. Ellstrand. The network helps show where Alan E. Ellstrand may publish in the future.

Co-authorship network of co-authors of Alan E. Ellstrand

This figure shows the co-authorship network connecting the top 25 collaborators of Alan E. Ellstrand. A scholar is included among the top collaborators of Alan E. Ellstrand based on the total number of citations received by their joint publications. Widths of edges represent the number of papers authors have co-authored together. Node borders signify the number of papers an author published with Alan E. Ellstrand. Alan E. Ellstrand is excluded from the visualization to improve readability, since they are connected to all nodes in the network.

All Works

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20 of 20 papers shown

Ellstrand, Alan E., et al.. (2025). New sheriff in town: A quad model approach to examining the consequences of selecting a qualified lead independent directors. Strategic Management Journal. 46(6). 1453–1493. 1 indexed citations

Ellstrand, Alan E., et al.. (2022). Toward An Affect Based View of Principal–Agent Dynamics. Journal of Leadership & Organizational Studies. 30(3). 341–355. 2 indexed citations

Johnson, Jonathan L., et al.. (2021). Research on social relationships and processes governing the behaviors of members of the corporate elite: a review and bibliometric analysis. Review of Managerial Science. 16(8). 2285–2339. 4 indexed citations

Campbell, Joanna Tochman, et al.. (2020). On the Role of CEO Discretion and Agency in the Process of CEO Retirement. Academy of Management Review. 45(1). 243–246. 1 indexed citations

Liou, Ru‐Shiun, et al.. (2019). Navigating the New Normal: Political Affinity and Multinationals’ Post‐Acquisition Performance. Journal of Management Studies. 57(3). 569–596. 57 indexed citations

Campbell, Joanna Tochman, et al.. (2018). The Final Countdown: Regulatory Focus and the Phases of CEO Retirement. Academy of Management Review. 45(1). 58–84. 33 indexed citations

Ellstrand, Alan E., et al.. (2017). Exploring the Impact of Institutional Investor and Board Interlock Networks on Acquisition Premium. Academy of Management Proceedings. 2017(1). 14873–14873. 1 indexed citations

Connelly, Brian L., Jonathan L. Johnson, László Tihanyi, & Alan E. Ellstrand. (2010). More Than Adopters: Competing Influences in the Interlocking Directorate. Organization Science. 22(3). 688–703. 87 indexed citations

Connelly, Brian L., Jonathan L. Johnson, László Tihanyi, & Alan E. Ellstrand. (2009). More than Adopters: Competing Influences in the Interlocking Directorate. SSRN Electronic Journal. 2 indexed citations

10.

Ellstrand, Alan E., László Tihanyi, & Jonathan L. Johnson. (2002). Board Structure and International Political Risk. Academy of Management Journal. 45(4). 769–777. 93 indexed citations

11.

Dalton, Dan R., Catherine M. Daily, Jonathan L. Johnson, & Alan E. Ellstrand. (1999). Number of Directors and Financial Performance: A Meta-Analysis. Academy of Management Journal. 42(6). 674–686. 195 indexed citations

12.

Dalton, Dan R., Catherine M. Daily, Alan E. Ellstrand, & Jonathan L. Johnson. (1998). Meta‐analytic reviews of board composition, leadership structure, and financial performance. Strategic Management Journal. 19(3). 269–290. 177 indexed citations

13.

Dalton, Dan R., Catherine M. Daily, Alan E. Ellstrand, & Jonathan L. Johnson. (1998). Meta-analytic reviews of board composition, leadership structure, and financial performance. Strategic Management Journal. 19(3). 269–290. 1690 indexed citations breakdown →

14.

Johnson, Jonathan L., et al.. (1998). COMPENSATION COMMITTEE COMPOSITION AS A DETERMINANT OF CEO COMPENSATION.. Academy of Management Journal. 41(2). 209–220. 158 indexed citations

15.

Daily, Catherine M., Jonathan L. Johnson, Alan E. Ellstrand, & Dan R. Dalton. (1998). Compensation Committee Composition as a Determinant of Ceo Compensation. Academy of Management Journal. 41(2). 209–220. 206 indexed citations

16.

Tihanyi, László & Alan E. Ellstrand. (1998). The involvement of board of directors and institutional investors in investing in transition economies. Journal of International Management. 4(4). 337–351. 8 indexed citations

17.

Daily, Catherine M., Jonathan L. Johnson, Alan E. Ellstrand, & Dan R. Dalton. (1996). Institutional Investor Activism: Follow the Leaders?. SSRN Electronic Journal. 19 indexed citations

18.

Johnson, Jonathan L., Catherine M. Daily, & Alan E. Ellstrand. (1996). Boards of Directors: A Review and Research Agenda. Journal of Management. 22(3). 409–438. 848 indexed citations breakdown →

19.

Daily, Catherine M., Jonathan L. Johnson, & Alan E. Ellstrand. (1996). BOARD GOVERNANCE AS A DETERMINANT OF CEO COMPENSATION.. Academy of Management Proceedings. 1996(1). 6–10. 7 indexed citations

20.

Ellstrand, Alan E., Catherine M. Daily, Jonathan L. Johnson, & Dan R. Dalton. (1970). Governance by Committee: The Influence of Board of Directors' Committee Composition on Corporate Performance. Journal of Business Strategies. 16(1). 67–88. 16 indexed citations

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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