J. Bernard Keys

879 citations
38 papers · 585 · h-index 14

Impact in

Papers in

J. Bernard Keys

34 papers receiving 468 citations

Peers

J. Bernard Keys
Comparison fields: 5 of 67
  • Organizational Behavior and Human Resource Management 254
  • Management of Technology and Innovation 106
  • Strategy and Management 186
  • Communication 59
  • Developmental and Educational Psychology 81
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Citations per year

Countries citing papers authored by J. Bernard Keys

Since Specialization
Citations

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

Fields of papers citing papers by J. Bernard Keys

Since Specialization
Physical SciencesHealth SciencesLife SciencesSocial Sciences

This network shows the impact of papers produced by J. Bernard Keys. 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 J. Bernard Keys. The network helps show where J. Bernard Keys may publish in the future.

Co-authors

The 13 scholars most cited alongside J. Bernard Keys, linked wherever they have co-authored with each other. Click a name or a connecting line to browse the papers they share.

Border = papers with J. Bernard Keys Line = papers co-authored together J. Bernard Keys links everyone, so they are left out of the graph.

All Works

20 of 20 papers shown

Showing the 20 most-cited of 38 papers — load more, or switch the sort, to bring in the rest.

#Work
1 198471
2 199862
3 199751
4 199845
5 199843
6 199338
7 199633
8
Review of Learning Research in Business Gaming
197631
9 199429
10 198429
11 199824
12 199718
13 198914
14 197713
15 199410
16 20128
17 19987
18
Lateral Influence Tactics in Organizations
19876
19 19935
20 19945

About J. Bernard Keys

J. Bernard Keys is a scholar working on Organizational Behavior and Human Resource Management, Management of Technology and Innovation, Strategy and Management, Education and Developmental and Educational Psychology, having authored 38 papers that have together received 585 indexed citations. Recurring topics across this work include Organizational Learning and Leadership (11 papers), Management and Marketing Education (6 papers), Management and Organizational Studies (5 papers), Innovations in Educational Methods (4 papers), Innovation and Knowledge Management (3 papers), Entrepreneurship Studies and Influences (2 papers), Educational Games and Gamification (2 papers) and Online Learning and Analytics (2 papers). The work is most often cited by research in Organizational Behavior and Human Resource Management (254 citations), Management of Technology and Innovation (106 citations), Strategy and Management (186 citations), Communication (59 citations) and Developmental and Educational Psychology (81 citations). J. Bernard Keys has collaborated with scholars based in United States. Frequent co-authors include Robert M. Fulmer, Thomas R. Miller, Philip Gibbs, Stephen A. Stumpf, Robert A. Wells, Robert R. Bell, Erdener Kaynak, Joe Wolfe, Hugh Μ. Cannon and Charles W. Jones. Their work appears in journals such as Organizational Dynamics, Simulation & Gaming, Journal of Management Development, Journal of Management and Academy of Management Review.

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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