David M. Schweiger

8.4k total citations · 3 hit papers
53 papers, 5.5k citations indexed

About

David M. Schweiger is a scholar working on Strategy and Management, Organizational Behavior and Human Resource Management and Management Science and Operations Research. According to data from OpenAlex, David M. Schweiger has authored 53 papers receiving a total of 5.5k indexed citations (citations by other indexed papers that have themselves been cited), including 16 papers in Strategy and Management, 15 papers in Organizational Behavior and Human Resource Management and 12 papers in Management Science and Operations Research. Recurrent topics in David M. Schweiger's work include Complex Systems and Decision Making (10 papers), Innovation and Knowledge Management (10 papers) and Corporate Finance and Governance (9 papers). David M. Schweiger is often cited by papers focused on Complex Systems and Decision Making (10 papers), Innovation and Knowledge Management (10 papers) and Corporate Finance and Governance (9 papers). David M. Schweiger collaborates with scholars based in United States, Israel and France. David M. Schweiger's co-authors include Angelo S. DeNisi, William Sandberg, M. Audrey Korsgaard, Yaakov Weber, James W. Ragan, Michael Lubatkin, Sayan Chatterjee, Paula L. Rechner, Allen C. Amason and Edwin A. Locke and has published in prestigious journals such as Academy of Management Review, Academy of Management Journal and Strategic Management Journal.

In The Last Decade

David M. Schweiger

49 papers receiving 4.8k citations

Hit Papers

align trajectories

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.

COMMUNICATION WITH EMPLOYEES FOLLOWING A MERGER: A LONGITUDINAL FIELD EXPERIMENT.

1991 848 citations David M. Schweiger, Angelo S. DeNisi Academy of Management Journal profile →
BUILDING COMMITMENT, ATTACHMENT, AND TRUST IN STRATEGIC DECISION-MAKING TEAMS: THE ROLE OF PROCEDURAL JUSTICE.

1995 738 citations David M. Schweiger et al. Academy of Management Journal profile →
Cultural differences and shareholder value in related mergers: Linking equity and human capital

1992 511 citations Sayan Chatterjee, Michael Lubatkin et al. Strategic Management Journal profile →

Peers — A (Enhanced Table)

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

Name	h						Papers	Cites
David M. Schweiger United States	29	2.5k	2.1k	1.3k	1.1k	931	53	5.5k
John F. Veiga United States	35	3.0k 1.2×	2.8k 1.4×	1.0k 0.8×	1.8k 1.7×	1.1k 1.2×	67	7.3k
James R. Meindl United States	30	2.6k 1.1×	1.3k 0.6×	651 0.5×	1.3k 1.2×	1.4k 1.5×	52	5.4k
Daniel R. Denison United States	24	3.5k 1.4×	2.8k 1.4×	648 0.5×	932 0.9×	886 1.0×	43	7.5k
John E. Delery United States	21	4.1k 1.7×	2.1k 1.0×	956 0.7×	971 0.9×	642 0.7×	33	6.7k
Mansour Javidan Canada	28	2.5k 1.0×	2.2k 1.1×	683 0.5×	1.2k 1.1×	1.5k 1.7×	60	6.2k
Allen C. Bluedorn United States	28	2.4k 1.0×	1.3k 0.6×	476 0.4×	998 0.9×	1.1k 1.1×	52	5.4k
Mary Ann Von Glinow United States	33	1.9k 0.8×	1.6k 0.8×	489 0.4×	911 0.9×	744 0.8×	83	4.8k
M. Audrey Korsgaard United States	29	3.1k 1.2×	1.2k 0.6×	595 0.5×	1.6k 1.5×	1.4k 1.5×	53	5.6k
Brian E. Becker United States	25	2.6k 1.0×	1.6k 0.8×	838 0.6×	534 0.5×	412 0.4×	69	5.0k
James P. Guthrie United States	33	3.1k 1.3×	1.7k 0.8×	1.2k 1.0×	647 0.6×	432 0.5×	66	5.6k

Countries citing papers authored by David M. Schweiger

Since Specialization

Citations

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

Fields of papers citing papers by David M. Schweiger

Since Specialization

Physical SciencesHealth SciencesLife SciencesSocial Sciences

This network shows the impact of papers produced by David M. Schweiger. 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 David M. Schweiger. The network helps show where David M. Schweiger may publish in the future.

Co-authorship network of co-authors of David M. Schweiger

This figure shows the co-authorship network connecting the top 25 collaborators of David M. Schweiger. A scholar is included among the top collaborators of David M. Schweiger 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 David M. Schweiger. David M. Schweiger 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

Witt, Claudia M., Brian Berman, Timothy C. Birdsall, et al.. (2015). Using the framework of corporate culture in “mergers” to support the development of a cultural basis for integrative medicine – guidance for building an integrative medicine department or service. Patient Preference and Adherence. 9. 113–113. 20 indexed citations

Schweiger, David M., et al.. (2015). MERGING conventional and complementary medicine in a clinic department – a theoretical model and practical recommendations. BMC Complementary and Alternative Medicine. 15(1). 172–172. 12 indexed citations

Schweiger, David M., et al.. (2005). Facilitating Acquisition Integration Through Deep-Level Cultural Learning Interventions: A Longitudinal Field Experiment. Organization Studies. 26(10). 1477–1499. 116 indexed citations

Schweiger, David M., et al.. (2003). Transnational horizontal project teams. Journal of World Business. 38(2). 81–83. 8 indexed citations

Schweiger, David M.. (2002). M & A integration : a framework for executives and managers. McGraw-Hill eBooks. 60 indexed citations

Véry, Philippe & David M. Schweiger. (2001). The acquisition process as a learning process: Evidence from a study of critical problems and solutions in domestic and cross-border deals. Journal of World Business. 36(1). 11–31. 137 indexed citations

Schweiger, David M., et al.. (1993). Implementing International Mergers and Acquisitions. 16(1). 53. 32 indexed citations

Chatterjee, Sayan, Michael Lubatkin, David M. Schweiger, & Yaakov Weber. (1992). Cultural differences and shareholder value in related mergers: Linking equity and human capital. Strategic Management Journal. 13(5). 319–334. 511 indexed citations breakdown →

Chrisman, James J., et al.. (1992). The case of the enigmatic entrepreneur. Academy of Management Perspectives. 6(2). 83–100. 1 indexed citations

10.

Schweiger, David M. & Angelo S. DeNisi. (1991). Communication with Employees Following a Merger: A Longitudinal Field Experiment. Academy of Management Journal. 34(1). 110–135. 116 indexed citations

11.

Roth, Kendall, David M. Schweiger, & Allen J. Morrison. (1991). Global Strategy Implementation at the Business Unit Level: Operational Capabilities and Administrative Mechanisms. Journal of International Business Studies. 22(3). 369–402. 280 indexed citations

12.

Sandberg, William, David M. Schweiger, & Charles W. Hofer. (1989). The Use of Verbal Protocols in Determining Venture Capitalists’ Decision Processes. Entrepreneurship Theory and Practice. 13(2). 8–20. 47 indexed citations

13.

DeFrank, Richard S., John M. Ivancevich, & David M. Schweiger. (1988). Job Stress and Mental Well-Being: Similarities and Differences among American, Japanese, and Indian Managers. Behavioral Medicine. 14(4). 160–170. 18 indexed citations

14.

Schweiger, David M., et al.. (1987). Executive Actions For Managing Human Resources Before And After Acquisition. Academy of Management Perspectives. 1(2). 127–138. 196 indexed citations

15.

Schweiger, David M., William Sandberg, & James W. Ragan. (1986). GROUP APPROACHES FOR IMPROVING STRATEGIC DECISION MAKING: A COMPARATIVE ANALYSIS OF DIALECTICAL INQUIRY, DEVIL'S ADVOCACY, AND CONSENSUS.. Academy of Management Journal. 29(1). 51–71. 499 indexed citations

16.

Schweiger, David M., William Sandberg, & James W. Ragan. (1985). An Empirical Evaluation of Dialectial Inquiry, Devil's Advocate, and Consensus Approaches to Strategic Decision Making.. Academy of Management Proceedings. 1985(1). 40–44. 1 indexed citations

17.

Schweiger, David M., Carl R. Anderson, & Edwin A. Locke. (1985). Complex decision making: A longitudinal study of process and performance. Organizational Behavior and Human Decision Processes. 36(2). 245–272. 38 indexed citations

18.

Schweiger, David M., et al.. (1984). The comparative effectiveness of dialectical inquiry and Devil's advocacy: The impact of task biases on previous research findings. Strategic Management Journal. 5(4). 335–350. 31 indexed citations

19.

Schweiger, David M.. (1983). Measuring Managers' Minds: A Critical Reply to Robey and Taggart. Academy of Management Review. 8(1). 143–151. 15 indexed citations

20.

Schweiger, David M.. (1980). The impact of cognitive styles on strategy-formulation effectiveness in uncertain environments : an exploratory study. University Microfilms International eBooks. 3 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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