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.
Performance management: a framework for management control systems research
This map shows the geographic impact of David Otley'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 Otley with the expected number of citations based on a country's size and research output (numbers larger than one mean the country cites David Otley more than expected).
This network shows the impact of papers produced by David Otley. 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 Otley. The network helps show where David Otley may publish in the future.
Co-authorship network of co-authors of David Otley
This figure shows the co-authorship network connecting the top 25 collaborators of David Otley.
A scholar is included among the top collaborators of David Otley 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 Otley. David Otley is excluded from
the visualization to improve readability, since they are connected to all nodes in the network.
Beekes, Wendy, et al.. (2010). The use and consequences of performance management and control systems: A study of a professional services firm. Lancaster EPrints (Lancaster University).3 indexed citations
6.
Neely, Andy, David Otley, Bruce H. Clark, et al.. (2007). Business Performance Measurement. Cambridge University Press eBooks.61 indexed citations
Berry, Anthony J., Jane Broadbent, & David Otley. (2005). Management control : theories, issues and performance. Palgrave Macmillan eBooks.76 indexed citations
Otley, David. (1999). Performance Management: A Framework for Management Control Systems Research. SSRN Electronic Journal.26 indexed citations
14.
Berry, Anthony J., Jane Broadbent, & David Otley. (1995). Management control : theories, issues and practices. Macmillan eBooks.71 indexed citations
15.
Wilkinson, Charles F., David Brown, & David Otley. (1992). Case studies in management control. Prentice Hall eBooks.
16.
Emmanuel, Clive, Kenneth A. Merchant, & David Otley. (1991). Accounting for management control : teachers' manual.
17.
Otley, David. (1987). Accounting control and organizational behaviour. CERN Document Server (European Organization for Nuclear Research).27 indexed citations
18.
Scapens, Robert W., et al.. (1984). Management accounting, organizational theory and capital budgeting : three surveys. OpenGrey (Institut de l'Information Scientifique et Technique).15 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.