Katsuki Aoki

727 total citations
20 papers, 349 citations indexed

About

Katsuki Aoki is a scholar working on Strategy and Management, Management of Technology and Innovation and Organizational Behavior and Human Resource Management. According to data from OpenAlex, Katsuki Aoki has authored 20 papers receiving a total of 349 indexed citations (citations by other indexed papers that have themselves been cited), including 10 papers in Strategy and Management, 6 papers in Management of Technology and Innovation and 6 papers in Organizational Behavior and Human Resource Management. Recurrent topics in Katsuki Aoki's work include Innovation and Knowledge Management (7 papers), Management and Organizational Studies (5 papers) and Flexible and Reconfigurable Manufacturing Systems (4 papers). Katsuki Aoki is often cited by papers focused on Innovation and Knowledge Management (7 papers), Management and Organizational Studies (5 papers) and Flexible and Reconfigurable Manufacturing Systems (4 papers). Katsuki Aoki collaborates with scholars based in Japan, Germany and United States. Katsuki Aoki's co-authors include Miriam Wilhelm, Thomas Taro Lennerfors, Rick Delbridge, Takahiro Endo, Sha’ri Mohd Yusof, Hajo Holst, Gary Herrigel, Ulrich Jürgens and Maneesh Kumar and has published in prestigious journals such as Academy of Management Journal, Organization Science and International Journal of Production Economics.

In The Last Decade

Katsuki Aoki

17 papers receiving 330 citations

Peers — A (Enhanced Table)

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

Name	h						Papers	Cites
Katsuki Aoki Japan	9	211	154	62	56	41	20	349
Katerina Božič Slovenia	6	163 0.8×	182 1.2×	47 0.8×	27 0.5×	27 0.7×	9	322
Corrado Cerruti Italy	11	148 0.7×	71 0.5×	39 0.6×	45 0.8×	32 0.8×	30	265
Marco Busi United Kingdom	4	219 1.0×	191 1.2×	80 1.3×	75 1.3×	15 0.4×	5	430
Nisha Bamel India	7	182 0.9×	71 0.5×	68 1.1×	79 1.4×	28 0.7×	11	371
Rajeev Sawhney United States	6	268 1.3×	245 1.6×	118 1.9×	64 1.1×	46 1.1×	9	432
Matthew J. Mazzei United States	9	126 0.6×	89 0.6×	119 1.9×	58 1.0×	21 0.5×	17	319
Raed El-Khalil Lebanon	10	159 0.8×	112 0.7×	45 0.7×	33 0.6×	54 1.3×	22	281
Chandan Acharya United States	7	289 1.4×	166 1.1×	64 1.0×	29 0.5×	20 0.5×	10	394
Avanti Fontana Indonesia	7	245 1.2×	108 0.7×	142 2.3×	89 1.6×	18 0.4×	23	449
Susan C. Morton United Kingdom	10	147 0.7×	61 0.4×	65 1.0×	61 1.1×	22 0.5×	17	322

Countries citing papers authored by Katsuki Aoki

Since Specialization

Citations

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

Fields of papers citing papers by Katsuki Aoki

Since Specialization

Physical SciencesHealth SciencesLife SciencesSocial Sciences

This network shows the impact of papers produced by Katsuki Aoki. 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 Katsuki Aoki. The network helps show where Katsuki Aoki may publish in the future.

Co-authorship network of co-authors of Katsuki Aoki

This figure shows the co-authorship network connecting the top 25 collaborators of Katsuki Aoki. A scholar is included among the top collaborators of Katsuki Aoki 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 Katsuki Aoki. Katsuki Aoki is excluded from the visualization to improve readability, since they are connected to all nodes in the network.

All Works

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20 of 20 papers shown

Aoki, Katsuki. (2025). How Participative Management Builds the Foundation for Organizational Ambidexterity: Toyota’s 3 Pillar Activity. Academy of Management Perspectives. 39(4). 552–574.

Holst, Hajo, et al.. (2024). Gemba-Digitalisierung 4.0? Digitale Transformation auf Japanisch. Zeitschrift für wirtschaftlichen Fabrikbetrieb. 119(12). 946–950.

Aoki, Katsuki. (2022). How Outsiders Promote Organizational Change: Active Mediation in Adaptive Sensemaking. Academy of Management Proceedings. 2022(1). 3 indexed citations

Aoki, Katsuki, et al.. (2021). Digital technologies as lean augmentation: a preliminary study of Japanese automotive manufacturers. International Journal of Automotive Technology and Management. 21(3). 228–228. 1 indexed citations

Holst, Hajo, et al.. (2021). Digital technologies as lean augmentation: a preliminary study of Japanese automotive manufacturers. International Journal of Automotive Technology and Management. 21(3). 228–228. 10 indexed citations

Holst, Hajo, et al.. (2020). Gemba-Digitalisierung. Zeitschrift für wirtschaftlichen Fabrikbetrieb. 115(9). 629–633. 3 indexed citations

Aoki, Katsuki. (2019). The Roles of Material Artifacts in Managing the Learning–Performance Paradox: The Kaizen Case. Academy of Management Journal. 63(4). 1266–1299. 22 indexed citations

Aoki, Katsuki & Miriam Wilhelm. (2017). The Role of Ambidexterity in Managing Buyer–Supplier Relationships: The Toyota Case. Organization Science. 28(6). 1080–1097. 76 indexed citations

Aoki, Katsuki, et al.. (2017). Monozukuri capability and dynamic product variety: An analysis of the design-manufacturing interface at Japanese and German automakers. Technovation. 70-71. 33–45. 7 indexed citations

10.

Yusof, Sha’ri Mohd & Katsuki Aoki. (2016). Proposed lean sustained factors. 5 indexed citations

11.

Aoki, Katsuki & Miriam Wilhelm. (2016). Managing the Productivity Dilemma: How Toyota Develops a Context for Ambidexterity with Suppliers. Academy of Management Proceedings. 2016(1). 12780–12780. 2 indexed citations

12.

Aoki, Katsuki, et al.. (2014). Planning and scheduling in the automotive industry: A comparison of industrial practice at German and Japanese makers. International Journal of Production Economics. 162. 258–272. 24 indexed citations

13.

Aoki, Katsuki & Maneesh Kumar. (2014). Kaizen initiative through vertical supply networks in emerging economies. Academy of Management Proceedings. 2014(1). 11667–11667. 1 indexed citations

14.

Aoki, Katsuki & Thomas Taro Lennerfors. (2013). The new, improved keiretsu. Harvard business review. 91(9). 10 indexed citations

15.

Aoki, Katsuki & Thomas Taro Lennerfors. (2013). GLOBAL BUSINESS The New, Improved Keiretsu. Harvard business review. 91(9). 7 indexed citations

16.

Aoki, Katsuki, et al.. (2013). Monozukuri capability to address product variety: A comparison between Japanese and German automotive makers. International Journal of Production Economics. 147. 373–384. 21 indexed citations

17.

Aoki, Katsuki & Thomas Taro Lennerfors. (2012). Whither Japanesekeiretsu? The transformation of verticalkeiretsuin Toyota, Nissan and Honda 1991–2011. Asia Pacific Business Review. 19(1). 70–84. 18 indexed citations

18.

Aoki, Katsuki, Rick Delbridge, & Takahiro Endo. (2012). ‘Japanese human resource management’ in post-bubble Japan. The International Journal of Human Resource Management. 25(18). 2551–2572. 23 indexed citations

19.

Aoki, Katsuki. (2008). Transferring Japanesekaizenactivities to overseas plants in China. International Journal of Operations & Production Management. 28(6). 518–539. 111 indexed citations

20.

Aoki, Katsuki. (2008). Did the Nissan Revival Plan lead to the break-up of the keiretsu system?. International Journal of Automotive Technology and Management. 8(3). 297–297. 5 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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