H. James Harrington

2.7k total citations · 1 hit paper
75 papers, 1.6k citations indexed

About

H. James Harrington is a scholar working on Management Information Systems, Management Science and Operations Research and Strategy and Management. According to data from OpenAlex, H. James Harrington has authored 75 papers receiving a total of 1.6k indexed citations (citations by other indexed papers that have themselves been cited), including 13 papers in Management Information Systems, 7 papers in Management Science and Operations Research and 5 papers in Strategy and Management. Recurrent topics in H. James Harrington's work include Quality and Supply Management (8 papers), Big Data and Business Intelligence (3 papers) and Quality and Management Systems (3 papers). H. James Harrington is often cited by papers focused on Quality and Supply Management (8 papers), Big Data and Business Intelligence (3 papers) and Quality and Management Systems (3 papers). H. James Harrington collaborates with scholars based in United States, Israel and United Kingdom. H. James Harrington's co-authors include Frank Voehl, Michael L. Harris, Brett Trusko, Praveen Kumar Gupta, Joseph J. Carr, Daryl R. Conner, Boris Zlotin, Alla Zusman, R.D. Lewis and Robert E. Lewis and has published in prestigious journals such as IEEE Journal on Selected Areas in Communications, Business Process Management Journal and Total Quality Management & Business Excellence.

In The Last Decade

H. James Harrington

66 papers receiving 1.3k citations

Hit Papers

Business process improvement : the breakthrough strategy ... 1991 2026 2002 2014 1991 100 200 300 400
What are hit papers?

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.

  1. Business process improvement : the breakthrough strategy for total quality, productivity, and competitiveness
    1991 459 citations H. James Harrington profile →

Peers — A (Enhanced Table)

Peers by citation overlap · career bar shows stage (early→late) cites · hero ref

Name h Career Trend Papers Cites
H. James Harrington United States 20 904 499 308 186 183 75 1.6k
David Seth Preston United States 12 1.2k 1.4× 832 1.7× 234 0.8× 159 0.9× 176 1.0× 30 1.8k
James E. Short United States 11 832 0.9× 375 0.8× 204 0.7× 101 0.5× 291 1.6× 20 1.4k
Daniel Q. Chen United States 10 820 0.9× 641 1.3× 202 0.7× 130 0.7× 103 0.6× 14 1.2k
Toni Doolen United States 16 952 1.1× 789 1.6× 396 1.3× 134 0.7× 79 0.4× 48 1.5k
Eileen M. Van Aken United States 23 1.0k 1.1× 718 1.4× 464 1.5× 178 1.0× 72 0.4× 75 1.9k
Jannis Angelis Sweden 18 723 0.8× 608 1.2× 190 0.6× 157 0.8× 347 1.9× 55 1.5k
Vesna Bosilj Vukšić Croatia 17 720 0.8× 460 0.9× 112 0.4× 95 0.5× 126 0.7× 85 1.4k
Henk Akkermans Netherlands 24 1.1k 1.2× 866 1.7× 551 1.8× 194 1.0× 88 0.5× 68 2.1k
Filip Caeldries United States 6 496 0.5× 322 0.6× 138 0.4× 168 0.9× 132 0.7× 7 1.1k
Barry Render United States 13 392 0.4× 527 1.1× 230 0.7× 120 0.6× 109 0.6× 52 1.2k

Countries citing papers authored by H. James Harrington

Since Specialization
Citations

This map shows the geographic impact of H. James Harrington'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 H. James Harrington with the expected number of citations based on a country's size and research output (numbers larger than one mean the country cites H. James Harrington more than expected).

Fields of papers citing papers by H. James Harrington

Since Specialization
Physical SciencesHealth SciencesLife SciencesSocial Sciences

This network shows the impact of papers produced by H. James Harrington. 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 H. James Harrington. The network helps show where H. James Harrington may publish in the future.

Co-authorship network of co-authors of H. James Harrington

This figure shows the co-authorship network connecting the top 25 collaborators of H. James Harrington. A scholar is included among the top collaborators of H. James Harrington 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 H. James Harrington. H. James Harrington 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.
Harrington, H. James & Frank Voehl. (2023). The Performance Management Systems Playbook. Productivity Press eBooks.
2.
Harrington, H. James, et al.. (2021). Using the ISO 56002 Innovation Management System. Productivity Press eBooks. 3 indexed citations
3.
Harrington, H. James & Frank Voehl. (2020). Total Innovative Management Excellence (TIME). Productivity Press eBooks. 1 indexed citations
4.
Harrington, H. James. (2018). Creativity, Innovation, and Entrepreneurship. Productivity Press eBooks.
5.
Harrington, H. James. (2018). Innovative Change Management (ICM). Productivity Press eBooks. 2 indexed citations
6.
Harrington, H. James, et al.. (2017). Making the Case for Change. Productivity Press eBooks. 1 indexed citations
7.
Harrington, H. James & Brett Trusko. (2017). Maximizing Value Propositions to Increase Project Success Rates. Productivity Press eBooks. 2 indexed citations
8.
Voehl, Frank & H. James Harrington. (2016). Change Management: Manage the Change or It Will Manage You. 7 indexed citations
9.
Harrington, H. James & R.D. Lewis. (2013). Closing the Communication Gap: An Effective Method for Achieving Desired Results. CERN Document Server (European Organization for Nuclear Research). 1 indexed citations
10.
Harrington, H. James. (2005). The five pillars of organizational excellence. 6(1). 107–114. 19 indexed citations
11.
Harrington, H. James, et al.. (2003). Remember, the (Internet) applet doesn’t fall far from the tree. The TQM Journal. 15(5). 302–315. 1 indexed citations
12.
Harrington, H. James, et al.. (2000). Simulation modeling methods. McGraw-Hill eBooks. 19 indexed citations
13.
Harrington, H. James, et al.. (2000). Project change management : applying change management to improvement projects. McGraw-Hill eBooks. 10 indexed citations
14.
Harrington, H. James, et al.. (1999). What’s this “systems” stuff, anyhow?. The TQM Journal. 11(1). 54–57. 13 indexed citations
15.
Harrington, H. James, et al.. (1998). The creativity toolkit : provoking creativity in individuals and organizations. McGraw-Hill eBooks. 2 indexed citations
16.
Harrington, H. James. (1997). The fallacy of universal best practices. The TQM Journal. 9(1). 61–75. 19 indexed citations
17.
Harrington, H. James. (1995). Continuous versus breakthrough improvement: Finding the rightanswer. 1(3). 31–49. 41 indexed citations
18.
Harrington, H. James. (1991). The Return of High Performance to the U.S. Workplace. Journal of Business Strategy. 12(4). 23–27. 5 indexed citations
19.
Harrington, H. James. (1990). Quality and Partners: Worklife in the Year 2000. Journal for Quality and Participation. 13. 2 indexed citations
20.
Harrington, H. James. (1987). The Improvement Process: How America's Leading Companies Improve Quality. Medical Entomology and Zoology. 52 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.

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