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.
Searching for Common Threads: Understanding the Multiple Effects of Diversity in Organizational Groups
19962.1k citationsFrances J. Milliken, Luis L. MartinsAcademy of Management Reviewprofile →
Three Types of Perceived Uncertainty About the Environment: State, Effect, and Response Uncertainty
19871.4k citationsFrances J. MillikenAcademy of Management Reviewprofile →
Organizational Silence: A Barrier to Change and Development in a Pluralistic World
20001.3k citationsFrances J. Milliken et al.Academy of Management Reviewprofile →
Cognition and Corporate Governance: Understanding Boards of Directors as Strategic Decision-Making Groups
19991.2k citationsDaniel Forbes, Frances J. MillikenAcademy of Management Reviewprofile →
An Exploratory Study of Employee Silence: Issues that Employees Don’t Communicate Upward and Why*
20031.2k citationsFrances J. Milliken, Elizabeth Wolfe Morrison et al.Journal of Management Studiesprofile →
Cognition and Corporate Governance: Understanding Boards of Directors as Strategic Decision-Making Groups
1999881 citationsDaniel Forbes, Frances J. MillikenAcademy of Management Reviewprofile →
Searching for Common Threads: Understanding the Multiple Effects of Diversity in Organizational Groups
1996855 citationsFrances J. Milliken, Luis L. MartinsAcademy of Management Reviewprofile →
Organizational Silence: A Barrier to Change and Development in a Pluralistic World
2000775 citationsElizabeth Wolfe Morrison, Frances J. MillikenAcademy of Management Reviewprofile →
Three Types of Perceived Uncertainty about the Environment: State, Effect, and Response Uncertainty
1987712 citationsFrances J. MillikenAcademy of Management Reviewprofile →
The role of managerial learning and interpretation in strategic persistence and reorientation: An empirical exploration
1992677 citationsTheresa K. Lant, Frances J. Milliken et al.Strategic Management Journalprofile →
The Changing Nature of Work: Careers, Identities, and Work Lives in the 21stCentury
2017226 citationsFrances J. Milliken et al.Academy of Management Discoveriesprofile →
Peers — A (Enhanced Table)
Peers by citation overlap · career bar shows stage (early→late)
cites ·
hero ref
Countries citing papers authored by Frances J. Milliken
Since
Specialization
Citations
This map shows the geographic impact of Frances J. Milliken'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 Frances J. Milliken with the expected number of citations based on a country's size and research output (numbers larger than one mean the country cites Frances J. Milliken more than expected).
Fields of papers citing papers by Frances J. Milliken
This network shows the impact of papers produced by Frances J. Milliken. 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 Frances J. Milliken. The network helps show where Frances J. Milliken may publish in the future.
Co-authorship network of co-authors of Frances J. Milliken
This figure shows the co-authorship network connecting the top 25 collaborators of Frances J. Milliken.
A scholar is included among the top collaborators of Frances J. Milliken 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 Frances J. Milliken. Frances J. Milliken is excluded from
the visualization to improve readability, since they are connected to all nodes in the network.
Milliken, Frances J., et al.. (2009). Making the decision to speak up or not: Implications for organizational learning.5 indexed citations
9.
Milliken, Frances J., et al.. (2005). The Changing Time Demands of Managerial and Professional Work: Implications for Managing the Work-Life Boundary..34 indexed citations
Forbes, Daniel & Frances J. Milliken. (1999). Cognition and Corporate Governance: Understanding Boards of Directors as Strategic Decision-Making Groups. Academy of Management Review. 24(3). 489–505.881 indexed citations breakdown →
12.
Forbes, Daniel & Frances J. Milliken. (1999). Cognition and Corporate Governance: Understanding Boards of Directors as Strategic Decision-Making Groups. Academy of Management Review. 24(3). 489–489.1243 indexed citations breakdown →
Milliken, Frances J. & Luis L. Martins. (1996). Searching for Common Threads: Understanding the Multiple Effects of Diversity in Organizational Groups. Academy of Management Review. 21(2). 402–402.855 indexed citations breakdown →
15.
Milliken, Frances J. & Luis L. Martins. (1996). Searching for Common Threads: Understanding the Multiple Effects of Diversity in Organizational Groups. Academy of Management Review. 21(2). 402–433.2065 indexed citations breakdown →
16.
Lant, Theresa K., Frances J. Milliken, & Bipin Batra. (1992). The role of managerial learning and interpretation in strategic persistence and reorientation: An empirical exploration. Strategic Management Journal. 13(8). 585–608.677 indexed citations breakdown →
Starbuck, William H. & Frances J. Milliken. (1988). Challenger: Fine-Tuning the Odds Until Something Breaks. SSRN Electronic Journal.3 indexed citations
20.
Milliken, Frances J.. (1987). Three Types of Perceived Uncertainty About the Environment: State, Effect, and Response Uncertainty. Academy of Management Review. 12(1). 133–143.1422 indexed citations breakdown →
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.