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.
Strategy and Human Resource Management
2003757 citationsPatrick M. Wright, Peter C. Boxall et al.Industrial and Labor Relations Reviewprofile →
The Oxford Handbook of Human Resource Management
2008680 citationsPeter Boxall, John Purcell et al.Oxford University Press eBooksprofile →
Front‐line managers as agents in the HRM‐performance causal chain: theory, analysis and evidence
2006629 citationsJohn Purcell et al.Human Resource Management Journalprofile →
Author Peers
Peers are selected by citation overlap in the author's most active subfields.
citations ·
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This map shows the geographic impact of John Purcell'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 Purcell with the expected number of citations based on a country's size and research output (numbers larger than one mean the country cites John Purcell more than expected).
This network shows the impact of papers produced by John Purcell. 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 Purcell. The network helps show where John Purcell may publish in the future.
Co-authorship network of co-authors of John Purcell
This figure shows the co-authorship network connecting the top 25 collaborators of John Purcell.
A scholar is included among the top collaborators of John Purcell 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 Purcell. John Purcell 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.
Purcell, John. (2014). Time to focus on employee voice as a prime antecedent of engagement: Rediscovering the black box. Griffith Research Online (Griffith University, Queensland, Australia). 1. 21–26.3 indexed citations
2.
Hall, Mark & John Purcell. (2012). Consultation at Work. Oxford University Press eBooks.23 indexed citations
Purcell, John, Kate Purcell, & Stephanie Tailby. (2004). Temporary Work Agencies: Here Today, Gone Tomorrow?. SSRN Electronic Journal.
9.
Purcell, John, Nicholas Kinnie, Susan Hutchinson, Bruce A. Rayton, & Juani Swart. (2003). Understanding the people and performance link: Unlocking the black box. UWE Research Repository (UWE Bristol).368 indexed citations
10.
Swart, Juani, Nicholas Kinnie, & John Purcell. (2003). People and Performance in Knowledge Intensive Firms:a Comparison of Six Research and Technology Organisations.6 indexed citations
11.
Wright, Patrick M., Peter C. Boxall, & John Purcell. (2003). Strategy and Human Resource Management. Industrial and Labor Relations Review. 57(1). 145–145.757 indexed citations breakdown →
12.
Burrell, Gibson, Mick Marchington, P. D. Thompson, et al.. (2000). Training in the Workplace.42 indexed citations
13.
Kessler, Ian, Jacqueline A‐M. Coyle‐Shapiro, & John Purcell. (1999). Outsourcing and the employment relationship: an employee perspective. London School of Economics and Political Science Research Online (London School of Economics and Political Science).2 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.