John L. Scott

1.1k total citations
24 papers, 763 citations indexed

About

John L. Scott is a scholar working on Sociology and Political Science, Management Science and Operations Research and Strategy and Management. According to data from OpenAlex, John L. Scott has authored 24 papers receiving a total of 763 indexed citations (citations by other indexed papers that have themselves been cited), including 6 papers in Sociology and Political Science, 5 papers in Management Science and Operations Research and 4 papers in Strategy and Management. Recurrent topics in John L. Scott's work include Complex Systems and Decision Making (5 papers), Terrorism, Counterterrorism, and Political Violence (4 papers) and Organizational Learning and Leadership (4 papers). John L. Scott is often cited by papers focused on Complex Systems and Decision Making (5 papers), Terrorism, Counterterrorism, and Political Violence (4 papers) and Organizational Learning and Leadership (4 papers). John L. Scott collaborates with scholars based in New Zealand, United States and United Kingdom. John L. Scott's co-authors include Peter Y. T. Sun, Todd Sandler, David A. Young, Ray Boot-Handford, Ian M. Clark, Thomas B. L. Kirkwood, T.E. Swingler, Rose K. Davidson, Gillian A. Wallis and Delwyn Clark and has published in prestigious journals such as Annals of the Rheumatic Diseases, Journal of the Operational Research Society and Journal of Knowledge Management.

In The Last Decade

John L. Scott

24 papers receiving 693 citations

Peers — A (Enhanced Table)

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

Name h Career Trend Papers Cites
John L. Scott New Zealand 11 170 168 141 138 96 24 763
Hsieh Taiwan 11 62 0.4× 235 1.4× 12 0.1× 105 0.8× 42 0.4× 54 887
Stefan Schmid Germany 17 505 3.0× 104 0.6× 8 0.1× 80 0.6× 25 0.3× 66 1.1k
Chenxiao Wang China 13 263 1.5× 60 0.4× 16 0.1× 27 0.2× 39 0.4× 54 752
Duan China 8 65 0.4× 255 1.5× 6 0.0× 45 0.3× 100 1.0× 48 728
Minho Kim South Korea 19 42 0.2× 179 1.1× 20 0.1× 17 0.1× 95 1.0× 80 1.0k
Charles McIntyre United States 18 27 0.2× 88 0.5× 11 0.1× 12 0.1× 174 1.8× 63 876
Kim Normann Andersen Denmark 15 39 0.2× 114 0.7× 5 0.0× 89 0.6× 47 0.5× 42 707
Steven Thompson United States 16 123 0.7× 124 0.7× 2 0.0× 14 0.1× 94 1.0× 31 780
Dong Wu China 14 114 0.7× 74 0.4× 3 0.0× 19 0.1× 33 0.3× 79 559
Vivek S. Natarajan United States 5 233 1.4× 105 0.6× 9 0.1× 28 0.2× 4 0.0× 15 624

Countries citing papers authored by John L. Scott

Since Specialization
Citations

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

Fields of papers citing papers by John L. Scott

Since Specialization
Physical SciencesHealth SciencesLife SciencesSocial Sciences

This network shows the impact of papers produced by John L. Scott. 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 John L. Scott. The network helps show where John L. Scott may publish in the future.

Co-authorship network of co-authors of John L. Scott

This figure shows the co-authorship network connecting the top 25 collaborators of John L. Scott. A scholar is included among the top collaborators of John L. Scott 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 John L. Scott. John L. Scott 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.
Scott, John L., Rose K. Davidson, T.E. Swingler, et al.. (2010). Superoxide dismutase downregulation in osteoarthritis progression and end-stage disease. Annals of the Rheumatic Diseases. 69(8). 1502–1510. 210 indexed citations
2.
Scott, John L., et al.. (2010). Issues in third-party intervention research and the role of destruction in conflict. The Economics of Peace and Security Journal. 5(1). 1 indexed citations
3.
Scott, John L., et al.. (2007). Voting with a Hand on the Bible and Not on the Wallet: The 1996 Video Poker Referendum in Louisiana. American Journal of Economics and Sociology. 66(3). 571–591. 2 indexed citations
4.
Sun, Peter Y. T. & John L. Scott. (2006). Process level integration of organisational learning, learning organisation and knowledge management. International Journal of Knowledge and Learning. 2(3/4). 308–308. 8 indexed citations
5.
Belton, Valerie, et al.. (2006). Developing the Reflective Practitioner—Designing an Undergraduate Class. INFORMS Journal on Applied Analytics. 36(2). 150–164. 9 indexed citations
6.
Sun, Peter Y. T. & John L. Scott. (2005). An investigation of barriers to knowledge transfer. Journal of Knowledge Management. 9(2). 75–90. 181 indexed citations
7.
Scott, John L., Randy I. Anderson, & James R. Webb. (2005). The labor–leisure choice in executive compensation plans: Does too much pay reduce REIT performance?. Journal of Economics and Business. 57(2). 151–163. 5 indexed citations
8.
Sun, Peter Y. T. & John L. Scott. (2003). Towards better qualitative performance measurement in organizations. The Learning Organization. 10(5). 258–271. 11 indexed citations
9.
Sun, Peter Y. T. & John L. Scott. (2003). Exploring the divide – organizational learning and learning organization. The Learning Organization. 10(4). 202–215. 95 indexed citations
10.
Scott, John L.. (2002). Stimulating awareness of actual learning processes. Journal of the Operational Research Society. 53(1). 2–10. 6 indexed citations
11.
Scott, John L.. (2002). Stimulating awareness of actual learning processes. Journal of the Operational Research Society. 53(1). 2–10. 7 indexed citations
12.
Scott, John L. & Ruth A. Miller. (2002). Electronic Commerce Encourages Differentiation. Journal of Internet Commerce. 1(4). 1–21. 3 indexed citations
13.
Scott, John L., et al.. (1999). Theory & Methods: Simplifying Regression Models Using Dimensional Analysis. Australian & New Zealand Journal of Statistics. 41(1). 31–41. 31 indexed citations
14.
Belton, Valerie & John L. Scott. (1998). Independent learning and operational research in the classroom. Journal of the Operational Research Society. 49(9). 899–910. 13 indexed citations
15.
Clark, Delwyn & John L. Scott. (1996). Response to ‘OR/MS and Strategic Management’. Journal of the Operational Research Society. 47(3). 474–476. 2 indexed citations
16.
Clark, Delwyn & John L. Scott. (1995). Strategic Level MS/OR Tool Usage in the United Kingdom: An Empirical Survey. Journal of the Operational Research Society. 46(9). 1041–1041. 2 indexed citations
17.
Scott, John L.. (1994). Real time weathering as a test for evaluating materials. Journal of Vinyl Technology. 16(2). 116–123. 2 indexed citations
18.
Scott, John L., et al.. (1994). Nonverbal Communication and Image Building: Their Importance to the Business Professor. Organizational Behavior Teaching Review. 18(1). 105–110. 2 indexed citations
19.
Scott, John L.. (1991). Reputation building in hostage taking incidents. 2(3). 209–218. 17 indexed citations
20.
Sandler, Todd & John L. Scott. (1987). Terrorist Success in Hostage-Taking Incidents. Journal of Conflict Resolution. 31(1). 35–53. 71 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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