Boram Do

965 citations
25 papers · 651 · h-index 9

Impact in

Papers in

Boram Do

18 papers receiving 620 citations

Peers

Boram Do
Comparison fields: 5 of 72
  • Organizational Behavior and Human Resource Management 387
  • Strategy and Management 154
  • Marketing 89
  • Information Systems and Management 48
  • Public Administration 21
Replace Brenda Scott‐Ladd with:
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Donald Baack United States
Ali Bavık Macao
Mihaela Enache Spain
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Xiang Yi United States
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Citations per field
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Citations per year

Countries citing papers authored by Boram Do

Since Specialization
Citations

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

Fields of papers citing papers by Boram Do

Since Specialization
Physical SciencesHealth SciencesLife SciencesSocial Sciences

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

Co-authors

The 17 scholars most cited alongside Boram Do, 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 Boram Do Line = papers co-authored together Boram Do links everyone, so they are left out of the graph.

All Works

20 of 20 papers shown

Showing the 20 most-cited of 25 papers — load more, or switch the sort, to bring in the rest.

#Work
1 2016224
2 2015114
3 202370
4 201165
5 201160
6 202039
7 201519
8 201819
9 202211
10 20118
11 20245
12 20104
13 20243
14 20223
15 20212
16 20162
17 20211
18 20231
19
Followers` Perception of Distant Leaders` Transformational Leadership: The Effect of Followers` Personality, Affect, and Organizational Commitment
20081
20 20240

About Boram Do

Boram Do is a scholar working on Organizational Behavior and Human Resource Management, Sociology and Political Science, Social Psychology, Marketing and Communication, having authored 25 papers that have together received 651 indexed citations. Recurring topics across this work include Job Satisfaction and Organizational Behavior (10 papers), Management and Organizational Studies (6 papers), Organizational Learning and Leadership (3 papers), Healthcare Education and Workforce Issues (2 papers), International Student and Expatriate Challenges (2 papers), Ethics in Business and Education (2 papers), Consumer Behavior in Brand Consumption and Identification (2 papers) and Consumer Perception and Purchasing Behavior (2 papers). The work is most often cited by research in Organizational Behavior and Human Resource Management (387 citations), Strategy and Management (154 citations), Marketing (89 citations), Information Systems and Management (48 citations) and Public Administration (21 citations). Boram Do has collaborated with scholars based in United States, South Korea and United Kingdom. Frequent co-authors include Jean M. Bartunek, Julia Balogun, Gayoung Lee, Shaul Oreg, Eunju Ko, Amanuel G. Tekleab, Ariel Levi, Cary M. Lichtman, Ian J. Walsh and Sara L. Rynes. Their work appears in journals such as Academy of Management Annals, Organization Science, Asia Pacific Journal of Marketing and Logistics, Journal of Business Ethics and Journal of Management Studies.

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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