Amanda Hay

813 total citations
22 papers, 564 citations indexed

About

Amanda Hay is a scholar working on Organizational Behavior and Human Resource Management, Management of Technology and Innovation and Education. According to data from OpenAlex, Amanda Hay has authored 22 papers receiving a total of 564 indexed citations (citations by other indexed papers that have themselves been cited), including 12 papers in Organizational Behavior and Human Resource Management, 7 papers in Management of Technology and Innovation and 7 papers in Education. Recurrent topics in Amanda Hay's work include Management and Organizational Studies (11 papers), Management and Marketing Education (7 papers) and Management Theory and Practice (5 papers). Amanda Hay is often cited by papers focused on Management and Organizational Studies (11 papers), Management and Marketing Education (7 papers) and Management Theory and Practice (5 papers). Amanda Hay collaborates with scholars based in United Kingdom and United States. Amanda Hay's co-authors include William A. Drago, James W. Peltier, Myra Hodgkinson, Dalvir Samra‐Fredericks, John Blenkinsopp and Tracy Scurry and has published in prestigious journals such as Academy of Management Learning and Education, Leadership & Organization Development Journal and Management Learning.

In The Last Decade

Amanda Hay

20 papers receiving 502 citations

Peers — A (Enhanced Table)

Peers by citation overlap · career bar shows stage (early→late) cites · hero ref

Name	h						Papers	Cites
Amanda Hay United Kingdom	11	245	232	168	70	63	22	564
Kathy Lund Dean United States	12	214 0.9×	126 0.5×	116 0.7×	41 0.6×	51 0.8×	43	501
Kathy Lund Dean United States	17	188 0.8×	291 1.3×	135 0.8×	92 1.3×	46 0.7×	38	769
Richard Cotton Canada	7	126 0.5×	252 1.1×	200 1.2×	41 0.6×	100 1.6×	21	548
Kathi J. Lovelace United States	10	116 0.5×	289 1.2×	65 0.4×	31 0.4×	129 2.0×	26	619
Stephen K. Koernig United States	8	139 0.6×	120 0.5×	140 0.8×	42 0.6×	70 1.1×	10	591
Terry Gatfield Australia	8	292 1.2×	122 0.5×	88 0.5×	38 0.5×	50 0.8×	15	609
Roger Ottewill United Kingdom	13	282 1.2×	60 0.3×	72 0.4×	44 0.6×	55 0.9×	54	510
Otmar E. Varela United States	12	253 1.0×	102 0.4×	50 0.3×	25 0.4×	127 2.0×	27	532
Chuck Tomkovick United States	13	163 0.7×	76 0.3×	134 0.8×	73 1.0×	41 0.7×	26	468
Simy Joy United States	7	243 1.0×	134 0.6×	99 0.6×	17 0.2×	149 2.4×	19	682

Countries citing papers authored by Amanda Hay

Since Specialization

Citations

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

Fields of papers citing papers by Amanda Hay

Since Specialization

Physical SciencesHealth SciencesLife SciencesSocial Sciences

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

Co-authorship network of co-authors of Amanda Hay

This figure shows the co-authorship network connecting the top 25 collaborators of Amanda Hay. A scholar is included among the top collaborators of Amanda Hay 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 Amanda Hay. Amanda Hay 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

Hay, Amanda, et al.. (2023). Developing responsible management in the Middle East and North Africa region: reviewing PRME progress. Journal of Management Development. 42(4). 277–296. 5 indexed citations

Hay, Amanda. (2022). On the Neglect of Fallibility in Management Learning and Education: From Perfect to Adequate Managers. Academy of Management Learning and Education. 22(4). 702–717. 4 indexed citations

Hay, Amanda. (2021). Exploring unknowingness in the DBA programme: Possibilities for developing an ‘attitude of wisdom’. Management Learning. 53(2). 269–290. 9 indexed citations

Hay, Amanda & John Blenkinsopp. (2018). Anxiety and human resource development: Possibilities for cultivating negative capability. Human Resource Development Quarterly. 30(2). 133–153. 5 indexed citations

Hay, Amanda & Dalvir Samra‐Fredericks. (2018). Bringing the Heart and Soul Back in: Collaborative Inquiry and the DBA. Academy of Management Learning and Education. 18(1). 59–80. 17 indexed citations

Hay, Amanda & Dalvir Samra‐Fredericks. (2015). Desperately seeking fixedness: Practitioners’ accounts of ‘becoming doctoral researchers’. Academy of Management Proceedings. 2015(1). 12366–12366. 2 indexed citations

Blenkinsopp, John, Tracy Scurry, & Amanda Hay. (2015). Exploring issues of authenticity in early career: the case of underemployed graduates. 1 indexed citations

Hay, Amanda. (2011). Action learning in international settings: Possibilities for. The International Journal of Management Education. 9(3). 23–36. 2 indexed citations

Hay, Amanda. (2011). Action learning in international settings: Possibilities for developing organising insight. The International Journal of Management Education. 9(3). 23–36. 4 indexed citations

10.

Hay, Amanda & Myra Hodgkinson. (2008). More Success than Meets the Eye—A Challenge to Critiques of the MBA. Management Learning. 39(1). 21–40. 43 indexed citations

11.

Hay, Amanda & Myra Hodgkinson. (2006). Rethinking leadership: a way forward for teaching leadership?. Leadership & Organization Development Journal. 27(2). 144–158. 43 indexed citations

12.

Hay, Amanda. (2006). Seeing differently: putting MBA learning into practice. International Journal of Training and Development. 10(4). 291–297. 15 indexed citations

13.

Hay, Amanda & Myra Hodgkinson. (2006). Exploring MBA career success. Career Development International. 11(2). 108–124. 45 indexed citations

14.

Peltier, James W., Amanda Hay, & William A. Drago. (2006). Reflecting on Reflection: Scale Extension and a Comparison of Undergraduate Business Students in the United States and the United Kingdom. Journal of Marketing Education. 28(1). 5–16. 60 indexed citations

15.

Peltier, James W., Amanda Hay, & William A. Drago. (2005). The Reflective Learning Continuum: Reflecting on Reflection. Journal of Marketing Education. 27(3). 250–263. 158 indexed citations

16.

Hay, Amanda, James W. Peltier, & William A. Drago. (2004). Reflective learning and on‐line management education: a comparison of traditional and on‐line MBA students. Strategic Change. 13(4). 169–182. 44 indexed citations

17.

Drago, William A. & Amanda Hay. (2004). Leadership and learning in international management and education. Strategic Change. 13(4). 165–168. 1 indexed citations

18.

Hay, Amanda. (2002). Trust and organisational change: an experience from manufacturing. SA Journal of Industrial Psychology. 28(4). 10 indexed citations

19.

Hay, Amanda. (1999). The role of trust in the process of organisational change. Nottingham Trent University's Institutional Repository (Nottingham Trent Repository). 1 indexed citations

20.

Hay, Amanda, et al.. (1997). Toyota’s supply chain: changing employee relations. Employee Relations. 19(5). 457–465. 7 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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