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.
This map shows the geographic impact of Diana Whitney'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 Diana Whitney with the expected number of citations based on a country's size and research output (numbers larger than one mean the country cites Diana Whitney more than expected).
This network shows the impact of papers produced by Diana Whitney. 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 Diana Whitney. The network helps show where Diana Whitney may publish in the future.
Co-authorship network of co-authors of Diana Whitney
This figure shows the co-authorship network connecting the top 25 collaborators of Diana Whitney.
A scholar is included among the top collaborators of Diana Whitney 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 Diana Whitney. Diana Whitney is excluded from
the visualization to improve readability, since they are connected to all nodes in the network.
Whitney, Diana & David L. Cooperrider. (2015). The Appreciative Inquiry Summit: An Emerging Methodology for Whole System Positive Change.15 indexed citations
Whitney, Diana, et al.. (2010). Appreciative Leadership: Focus on What Works to Drive Winning Performance and Build a Thriving Organization. CERN Document Server (European Organization for Nuclear Research).35 indexed citations
6.
Cooperrider, David L., Diana Whitney, & Jacqueline M. Stavros. (2008). Appreciative inquiry handbook: For leaders of change, 2nd ed..81 indexed citations
7.
Cooperrider, David L., et al.. (2005). Appreciative inquiry handbook : the first in a series of AI workbooks for leaders of change. Medical Entomology and Zoology.134 indexed citations
8.
Cooperrider, David L., et al.. (2005). Appreciative inquiry : foundations in positive organization development. Medical Entomology and Zoology.15 indexed citations
Trosten-Bloom, Amanda, et al.. (2004). Appreciative Team Building: Positive Questions to Bring Out the Best of Your Team. Medical Entomology and Zoology.6 indexed citations
11.
Whitney, Diana & Amanda Trosten-Bloom. (2003). The Power of Appreciative Inquiry: A Practical Guide to Positive Change.261 indexed citations
12.
Cooperrider, David L., Diana Whitney, & Jacqueline M. Stavros. (2003). Appreciative Inquiry Handbook: For Leaders of Change. Medical Entomology and Zoology.312 indexed citations
13.
Trosten-Bloom, Amanda, et al.. (2003). Business as Agent of World Benefit: A Worldwide Action Research Project Using Appreciative Inquiry.1 indexed citations
Cooperrider, David L., et al.. (2001). The Appreciative Organization. Works - Scholarship, Research, & Creative Expression (Swarthmore College).14 indexed citations
16.
Cooperrider, David L., et al.. (1999). Appreciative Inquiry: Rethinking Human Organization Toward a Positive Theory of Change.141 indexed citations
Whitney, Diana. (1995). Spirituality as an Organizing Principle.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.