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.
Countries citing papers authored by David Tranfield
Since
Specialization
Citations
This map shows the geographic impact of David Tranfield'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 Tranfield with the expected number of citations based on a country's size and research output (numbers larger than one mean the country cites David Tranfield more than expected).
This network shows the impact of papers produced by David Tranfield. 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 Tranfield. The network helps show where David Tranfield may publish in the future.
Co-authorship network of co-authors of David Tranfield
This figure shows the co-authorship network connecting the top 25 collaborators of David Tranfield.
A scholar is included among the top collaborators of David Tranfield 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 Tranfield. David Tranfield is excluded from
the visualization to improve readability, since they are connected to all nodes in the network.
All Works
20 of 20 papers shown
1.
Tranfield, David, et al.. (2014). Changing organisational design and practices for computer–integrated technologies. International Journal of Technology Management.
Tranfield, David & Joan Ernst van Aken. (2012). Management as a Design Science Mindful of Art and Surprise A Conversation Between Anne Huff.3 indexed citations
4.
Hartley, Jean & David Tranfield. (2011). Leadership Learning in Changing Times: Evaluating Leadership Development in the Civil Service. Open Research Online (The Open University).
5.
Denyer, David, David Tranfield, & Joan Ernst van Aken. (2008). Developing Design Propositions through Research Synthesis. Organization Studies. 29(3). 393–413.665 indexed citations breakdown →
Tranfield, David & David Denyer. (2005). Linking Theory to Practice: A 'Grand Challenge' for Management Research in the 21st Century?. Seton Hall University eRepository (Seton Hall University).2 indexed citations
Tranfield, David, David Denyer, & Palie Smart. (2002). Developing an evidence-based approach to management knowledge using systematic review.14 indexed citations
Smith, Stuart F., et al.. (1994). Strategies for Managing the TQ Agenda. International Journal of Operations & Production Management. 14(1). 75–88.39 indexed citations
Tranfield, David & Stuart F. Smith. (1990). Managing change: Creating competitive edge.5 indexed citations
20.
Smith, Stuart F. & David Tranfield. (1989). A catalytic implementation methodology for CIM. International Journal of Computer Integrated Manufacturing. 2(3). 140–147.6 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.