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.
Sectoral patterns of technical change: Towards a taxonomy and a theory
This map shows the geographic impact of Keith Pavitt'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 Keith Pavitt with the expected number of citations based on a country's size and research output (numbers larger than one mean the country cites Keith Pavitt more than expected).
This network shows the impact of papers produced by Keith Pavitt. 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 Keith Pavitt. The network helps show where Keith Pavitt may publish in the future.
Co-authorship network of co-authors of Keith Pavitt
This figure shows the co-authorship network connecting the top 25 collaborators of Keith Pavitt.
A scholar is included among the top collaborators of Keith Pavitt 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 Keith Pavitt. Keith Pavitt 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.
Tidd, Joe, John Bessant, & Keith Pavitt. (2005). Managing Innovation: Integrating Technological, Market and Organizational Change. 3rd edition. Figshare.322 indexed citations
2.
Pavitt, Keith. (2005). What are Advances in Knowledge Doing to the Large Industrial Firm in the. 15–30.2 indexed citations
Pavitt, Keith. (1999). Technology, Management and Systems of Innovation. Medical Entomology and Zoology.105 indexed citations
5.
Pavitt, Keith. (1995). National Systems of innovation: Towards a theory of innovation and interactive learning: Bengt-Ake Lundvall (Editor), (Pinter, London, 1992) pp. 317, [UK pound]45 (hardbook) ISBN 1-85567-063-1. Research Policy. 24(2). 320–320.1 indexed citations
6.
Patel, Paraskumar & Keith Pavitt. (1995). Technological Competencies in the World's Largest Firms: Characteristics, Constraints and Scope for Managerial Choice. IIASA PURE (International Institute of Applied Systems Analysis).55 indexed citations
7.
Pavitt, Keith, et al.. (1994). La continua, extendida (e ignorada) importancia de los avances en las tecnologías mecánicas. Información Comercial Española, ICE: Revista de economía. 63–75.1 indexed citations
Dosi, Giovanni, Keith Pavitt, & Luc Soete. (1990). Technology and trade: An overview of the literature. RePEc: Research Papers in Economics. 15–39.3 indexed citations
13.
Pavitt, Keith. (1989). The innovative choice. European Journal of Political Economy. 5(1). 128–129.40 indexed citations
14.
Pavitt, Keith. (1987). Sectoral Patterns of Technical Change : Towards a Taxonomy and a Theory : Research Policy. 2(4). 575.132 indexed citations
15.
Pavitt, Keith. (1984). Sectoral Patterns of Technical Change: Towards a Taxonomy and a Theory. SSRN Electronic Journal.50 indexed citations
16.
Pavitt, Keith. (1984). Patrones de cambio técnico: Evidencia, teoría e implicaciones políticas. Boletín de Estudios Económicos. 39(121). 37–57.1 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.