Christopher J. Rees

61 papers receiving 641 citations

Peers

Christopher J. Rees
Comparison fields: 5 of 75
  • Organizational Behavior and Human Resource Management 248
  • Public Administration 38
  • Applied Psychology 53
  • Business and International Management 20
  • Strategy and Management 145
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Citations per year

Countries citing papers authored by Christopher J. Rees

Since Specialization
Citations

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

Fields of papers citing papers by Christopher J. Rees

Since Specialization
Physical SciencesHealth SciencesLife SciencesSocial Sciences

This network shows the impact of papers produced by Christopher J. Rees. 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 Christopher J. Rees. The network helps show where Christopher J. Rees may publish in the future.

Co-authors

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

All Works

20 of 20 papers shown

Showing the 20 most-cited of 65 papers — load more, or switch the sort, to bring in the rest.

#Work
1 200798
2 200564
3 201044
4 200634
5 201034
6 200833
7
Creating an engaged workforce
201032
8 200030
9 201923
10 200321
11 202119
12 201019
13 200818
14 201018
15 200115
16 200614
17 200714
18 200313
19 202012
20 201910

About Christopher J. Rees

Christopher J. Rees is a scholar working on Public Administration, Business and International Management, Organizational Behavior and Human Resource Management, Applied Psychology and Management of Technology and Innovation, having authored 65 papers that have together received 728 indexed citations. Recurring topics across this work include Human Resource Development and Performance Evaluation (8 papers), Job Satisfaction and Organizational Behavior (7 papers), Labor Movements and Unions (6 papers), Entrepreneurship Studies and Influences (6 papers), Gender Diversity and Inequality (5 papers), Socioeconomic Development in MENA (4 papers), Innovation and Socioeconomic Development (4 papers) and Human Resource and Talent Management (4 papers). The work is most often cited by research in Organizational Behavior and Human Resource Management (248 citations), Public Administration (38 citations), Applied Psychology (53 citations), Business and International Management (20 citations) and Strategy and Management (145 citations). Christopher J. Rees has collaborated with scholars based in United Kingdom, United States and Ghana. Frequent co-authors include Beverly Dawn Metcalfe, Aminu Mamman, Farhad Hossain, Ruth Alas, Galina Miazhevich, Mohamed Βranine, Kate Rowlands, Emma Soane, Mark Gatenby and Kerstin Alfes. Their work appears in journals such as Employee Relations, International Journal of Public Administration, Human Resource Development International, Journal of Business Economics and Management and Public Administration and Development.

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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