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.
Sensemaking in Organizations
199610.5k citationsKarl E. Weick et al.Academy of Management Reviewprofile →
This map shows the geographic impact of Karl E. Weick'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 Karl E. Weick with the expected number of citations based on a country's size and research output (numbers larger than one mean the country cites Karl E. Weick more than expected).
This network shows the impact of papers produced by Karl E. Weick. 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 Karl E. Weick. The network helps show where Karl E. Weick may publish in the future.
Co-authorship network of co-authors of Karl E. Weick
This figure shows the co-authorship network connecting the top 25 collaborators of Karl E. Weick.
A scholar is included among the top collaborators of Karl E. Weick 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 Karl E. Weick. Karl E. Weick is excluded from
the visualization to improve readability, since they are connected to all nodes in the network.
Weick, Karl E.. (2014). The role of renewal in organizational learning. International Journal of Technology Management.5 indexed citations
4.
Weick, Karl E.. (2009). The impermanent organization. Wiley eBooks.5 indexed citations
5.
Weick, Karl E. & Kathleen M. Sutcliffe. (2007). Managing the unexpected: resilient performance in an age of uncertainty, second edition. John Wiley & Sons, Inc. eBooks. 208–208.43 indexed citations
6.
Drazin, Robert, Karl E. Weick, Monica C. Worline, et al.. (2006). Leading with Values. Cambridge University Press eBooks.15 indexed citations
7.
Daft, Richard L. & Karl E. Weick. (2005). Por um modelo de organização concebido como sistema interpretativo. SHILAP Revista de lepidopterología.4 indexed citations
8.
Weick, Karl E., Kathleen M. Sutcliffe, & David Obstfeld. (2005). Organizing and the Process of Sensemaking. Organization Science. 16(4). 409–421.4194 indexed citations breakdown →
Weick, Karl E.. (2003). Organizations in Action:Social Science Bases of Administrative Theory (Book). Administrative Science Quarterly. 48(3). 505–509.1 indexed citations
Weick, Karl E.. (1996). Prepare your organization to fight fires. 143.38 indexed citations
13.
Weick, Karl E., et al.. (1995). Der Prozeß des Organisierens. Suhrkamp eBooks.53 indexed citations
14.
Kurke, Lance B., Karl E. Weick, & Elizabeth C. Ravlin. (1989). Can Information Loss Be Reversed. Communication Research. 16(1). 3–24.8 indexed citations
15.
Weick, Karl E.. (1982). Administering Education in Loosely Coupled Schools.. Phi Delta Kappan. 63(10).157 indexed citations
Weick, Karl E.. (1976). Educational Organizations as Loosely Coupled Systems. Administrative Science Quarterly. 21(1). 1–1.4627 indexed citations breakdown →
19.
Weick, Karl E., et al.. (1968). Preferences among forms of equity. Organizational Behavior and Human Performance. 3(4). 400–416.59 indexed citations
20.
Weick, Karl E.. (1962). The reduction of cognitive dissonance through task effort, accomplishment, and evaluation. OhioLink ETD Center (Ohio Library and Information Network).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.