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.
A MULTIDIMENSIONAL MODEL OF VENTURE GROWTH.
20011.0k citationsK. G. Smith, J. Robert Baum et al.Academy of Management Journalprofile →
INTRA- AND INTERORGANIZATIONAL COOPERATION: TOWARD A RESEARCH AGENDA.
1995668 citationsK. G. Smith, Susan J. Ashford et al.Academy of Management Journalprofile →
THE PARADOX OF SUCCESS: AN ARCHIVAL AND A LABORATORY STUDY OF STRATEGIC PERSISTENCE FOLLOWING RADICAL ENVIRONMENTAL CHANGE.
2000597 citationsPino G. Audia, Edwin A. Locke et al.Academy of Management Journalprofile →
Peers — A (Enhanced Table)
Peers by citation overlap · career bar shows stage (early→late)
cites ·
hero ref
This map shows the geographic impact of K. G. Smith'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 K. G. Smith with the expected number of citations based on a country's size and research output (numbers larger than one mean the country cites K. G. Smith more than expected).
This network shows the impact of papers produced by K. G. Smith. 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 K. G. Smith. The network helps show where K. G. Smith may publish in the future.
Co-authorship network of co-authors of K. G. Smith
This figure shows the co-authorship network connecting the top 25 collaborators of K. G. Smith.
A scholar is included among the top collaborators of K. G. Smith 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 K. G. Smith. K. G. Smith is excluded from
the visualization to improve readability, since they are connected to all nodes in the network.
All Works
9 of 9 papers shown
1.
Smith, K. G., J. Robert Baum, & Edwin A. Locke. (2001). A MULTIDIMENSIONAL MODEL OF VENTURE GROWTH.. Academy of Management Journal. 44(2). 292–303.1039 indexed citations breakdown →
2.
Audia, Pino G., Edwin A. Locke, & K. G. Smith. (2000). THE PARADOX OF SUCCESS: AN ARCHIVAL AND A LABORATORY STUDY OF STRATEGIC PERSISTENCE FOLLOWING RADICAL ENVIRONMENTAL CHANGE.. Academy of Management Journal. 43(5). 837–853.597 indexed citations breakdown →
Smith, K. G., et al.. (1995). INTRA- AND INTERORGANIZATIONAL COOPERATION: TOWARD A RESEARCH AGENDA.. Academy of Management Journal. 38(1). 7–23.668 indexed citations breakdown →
6.
Corsi, T M, Curtis M. Grimm, K. G. Smith, & Robert D. Smith. (1992). THE EFFECTS OF LTL MOTOR CARRIER SIZE ON STRATEGY AND PERFORMANCE. Logistics and transportation review. 28(2).18 indexed citations
7.
Grimm, Curtis M. & K. G. Smith. (1986). THE IMPACT OF RAIL REGULATORY REFORM ON RATES, SERVICE QUALITY, AND MANAGEMENT PERFORMANCE: A SHIPPER'S PERSPECTIVE. Logistics and transportation review. 22(1).9 indexed citations
8.
Grimm, Curtis M. & K. G. Smith. (1985). IMPACT OF DEREGULATION ON RAILROAD STRATEGIES AND PERFORMANCE. 26.1 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.