Elko J. Kleinschmidt
- Strategy and Management top 0.05%
- Management Science and Operations Research top 0.1%
- Management of Technology and Innovation top 0.1%
- Management Information Systems top 0.2%
- Safety, Risk, Reliability and Quality top 0.1%
- Co-authors
- Robert G. CooperScott J. EdgettUlrike de BrentaniSøren SalomoRobert HuntCatherine P. KillenChristopher EasingwoodChris Storey
- Topics
- Innovation and Knowledge Management (30 papers)Technology Assessment and Management (17 papers)International Business and FDI (7 papers)
- Cited by
- Strategy and ManagementManagement of Technology and InnovationManagement Science and Operations Research
- Journals
- Journal of International Business StudiesJournal of Product Innovation ManagementJournal of Financial and Quantitative Analysis
- Partner nations
- CanadaAustraliaUnited States
In The Last Decade
Elko J. Kleinschmidt
68 papers receiving 7.8k citations
Hit Papers
Peers
Comparison fields: 5 of 127
- Strategy and Management 5.9k
- Management Science and Operations Research 2.7k
- Management of Technology and Innovation 2.3k
- Management Information Systems 1.5k
- Safety, Risk, Reliability and Quality 1.4k
Countries citing papers authored by Elko J. Kleinschmidt
This map shows the geographic impact of Elko J. Kleinschmidt'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 Elko J. Kleinschmidt with the expected number of citations based on a country's size and research output (numbers larger than one mean the country cites Elko J. Kleinschmidt more than expected).
Fields of papers citing papers by Elko J. Kleinschmidt
This network shows the impact of papers produced by Elko J. Kleinschmidt. 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 Elko J. Kleinschmidt. The network helps show where Elko J. Kleinschmidt may publish in the future.
Co-authorship network of co-authors of Elko J. Kleinschmidt
This figure shows the co-authorship network connecting the top 25 collaborators of Elko J. Kleinschmidt. A scholar is included among the top collaborators of Elko J. Kleinschmidt 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 Elko J. Kleinschmidt. Elko J. Kleinschmidt is excluded from the visualization to improve readability, since they are connected to all nodes in the network.
All Works
| # | Work | Indexed citations |
|---|---|---|
| 1 | 25 | |
| 2 | Managing the Front End of Innovation-Part II: Results from a Three-Year Study: Effective Front-End Activities Were Found to Be Significantly Different for Incremental and Radical Projects | 14 |
| 3 | 75 | |
| 4 | Lessons from 238 Companies: Senior Management, Exploitation, Exploration, and Corporate Entrepreneurship Performance | 3 |
| 5 | Winning Businesses in Product Development: The Critical Success Factors: A Formal New Product Process Isn't Enough-You Need a High-Quality Process, a Clear and Visible Strategy, Enough People and Money, and a Respectable R&D Budget. How Does Your Program Rate on These 10 Metrics? | 54 |
| 6 | 11 | |
| 7 | Unternehmenskultur und Top Management Commitment in der Neuproduktentwicklung für internationale Märkte | 3 |
| 8 | Benchmarking Best NPD Practices-II: Strategy, Resource Allocation and Portfolio Management Are the Focus of This Second in a Three-Part Series | 104 |
| 9 | Benchmarking Best NPD Practices-III: Driving New-Product Projects to Market Success Is the Focus of This Third in a Three-Part Series | 90 |
| 10 | 369 | |
| 11 | Optimizing the State-Gate Process: What Best-Practice Companies Do-II: Leading Companies Are Creating More Rigorous Go/kill Decision Points and Implementing More Effective Portfolio Management | 45 |
| 12 | New Problems, New Solutions: Making Portfolio Management More Effective Those businesses that implement a systematic process for managing their project portfolios clearly outperform the rest, ongoing research reveals. | 1 |
| 13 | 264 | |
| 14 | 224 | |
| 15 | Portfolio management in new product development: lessons from leading firms -- [Part 1] | 14 |
| 16 | Erfolgsfaktor Markt - kundenorientierte Produktinnovationen | 1 |
| 17 | Benchmarking the Firm's Critical Success Factors in New Product Developmentbreakdown → | 778 |
| 18 | 134 | |
| 19 | 52 | |
| 20 | 29 |
About Elko J. Kleinschmidt
Elko J. Kleinschmidt is a scholar working on Strategy and Management, Management of Technology and Innovation and Safety, Risk, Reliability and Quality, having authored 69 papers that have together received 9.5k indexed citations. Recurring topics across this work include Innovation and Knowledge Management (30 papers), Technology Assessment and Management (17 papers) and International Business and FDI (7 papers). The work is most often cited by research in Strategy and Management (5.9k citations), Management of Technology and Innovation (2.3k citations) and Management Science and Operations Research (2.7k citations). Elko J. Kleinschmidt has collaborated with scholars based in Canada, Australia and United States. Frequent co-authors include Robert G. Cooper, Scott J. Edgett, Ulrike de Brentani, Søren Salomo, Robert Hunt, Catherine P. Killen, Robert G. Cooper, Christopher Easingwood, Chris Storey and Heidi M. J. Bertels. Their work appears in journals such as Journal of International Business Studies, Journal of Product Innovation Management and Journal of Financial and Quantitative Analysis.
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.