Ken G. Smith

18.9k total citations · 6 hit papers
66 papers, 13.4k citations indexed

About

Ken G. Smith is a scholar working on Strategy and Management, Management Science and Operations Research and Accounting. According to data from OpenAlex, Ken G. Smith has authored 66 papers receiving a total of 13.4k indexed citations (citations by other indexed papers that have themselves been cited), including 36 papers in Strategy and Management, 13 papers in Management Science and Operations Research and 12 papers in Accounting. Recurrent topics in Ken G. Smith's work include Innovation and Knowledge Management (24 papers), Business Strategy and Innovation (16 papers) and Corporate Finance and Governance (10 papers). Ken G. Smith is often cited by papers focused on Innovation and Knowledge Management (24 papers), Business Strategy and Innovation (16 papers) and Corporate Finance and Governance (10 papers). Ken G. Smith collaborates with scholars based in United States, Ireland and United Kingdom. Ken G. Smith's co-authors include Curtis M. Grimm, Christopher J. Collins, Anil K. Gupta, Christina E. Shalley, M. Susan Taylor, Kevin D. Clark, David P. Lepak, Ming‐Jer Chen, Edwin A. Locke and Martin J. Gannon and has published in prestigious journals such as Academy of Management Review, Academy of Management Journal and Strategic Management Journal.

In The Last Decade

Ken G. Smith

66 papers receiving 12.2k citations

Hit Papers

5 papers align trajectories

What are hit papers?

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.

The Interplay Between Exploration and Exploitation

2006 2.3k citations Anil K. Gupta, Ken G. Smith et al. Academy of Management Journal profile →
Knowledge Exchange and Combination: The Role of Human Resource Practices in the Performance of High-Technology Firms

2006 1.5k citations Christopher J. Collins, Ken G. Smith Academy of Management Journal profile →
Existing Knowledge, Knowledge Creation Capability, and the Rate of New Product Introduction in High-Technology Firms

2005 998 citations Ken G. Smith, Christopher J. Collins et al. Academy of Management Journal profile →
Value Creation and Value Capture: A Multilevel Perspective

2007 974 citations David P. Lepak, Ken G. Smith et al. Academy of Management Review profile →
Top management team diversity, group process, and strategic consensus

1999 621 citations Ken G. Smith, Patrick C. Flood et al. Strategic Management Journal profile →
The age of temporary advantage

2010 486 citations Ken G. Smith et al. Strategic Management Journal profile →

Peers

Countries citing papers authored by Ken G. Smith

Since Specialization

Citations

This map shows the geographic impact of Ken 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 Ken 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 Ken G. Smith more than expected).

Fields of papers citing papers by Ken G. Smith

Since Specialization

Physical SciencesHealth SciencesLife SciencesSocial Sciences

This network shows the impact of papers produced by Ken 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 Ken G. Smith. The network helps show where Ken G. Smith may publish in the future.

Co-authorship network of co-authors of Ken G. Smith

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

All Works

Sort: Min cites: Since: Top N: Style:

20 of 20 papers shown

#	Work	Indexed citations
1	Top Management Attention to Innovation: The Role of Search Selection and Intensity in New Product Introductions 2013 ·Rare & Special e-Zone (The Hong Kong University of Science and Technology) ·Qiang Li, Patrick G. Maggitti, Ken G. Smith, Paul E. Tesluk, Riitta Katila	10
2	An entrepreneurial perspective on the firm‐environment relationship 2007 ·Strategic Entrepreneurship Journal ·Ken G. Smith, Qing Cao	64
3	Value Creation and Value Capture: A Multilevel Perspective breakdown → 2007 ·Academy of Management Review ·David P. Lepak, Ken G. Smith, M. Susan Taylor	974
4	Knowledge Exchange and Combination: The Role of Human Resource Practices in the Performance of High-Technology Firms breakdown → 2006 ·Academy of Management Journal ·Christopher J. Collins, Ken G. Smith	1471
5	The impact of market actions on firm reputation 2006 ·Strategic Management Journal ·(unknown), Ken G. Smith, Curtis M. Grimm, Viólina Rindova, (unknown)	338
6	The Interplay Between Exploration and Exploitation breakdown → 2006 ·Academy of Management Journal ·Anil K. Gupta, Ken G. Smith, Christina E. Shalley	2268
7	Strategy As Action: Competitive Dynamics and Competitive Advantage 2005 ·OUP Catalogue ·Curtis M. Grimm, Hun Ju Lee, Ken G. Smith	74
8	An Investigation of Internet Auction Markets: Evidence from eBay 2004 ·Journal of international technology and information management ·Kevin Bracker, Ken G. Smith	3
9	The essentials of teamworking : International perspectives 2003 ·Lancaster EPrints (Lancaster University) ·Michael West, Dean Tjosvold, Ken G. Smith	24
10	The impact of performance distress on aggressive competitive behavior: a reconciliation of conflicting views 2002 ·Managerial and Decision Economics ·Walter J. Ferrier, (unknown), Ken G. Smith, Curtis M. Grimm	100
11	Strategy as action : industry rivalry and coordination 1997 ·Curtis M. Grimm, Ken G. Smith	114
12	Top management teams and pioneering: a resource-based view 1997 ·The International Journal of Human Resource Management ·Patrick C. Flood, Cher‐Min Fong, Ken G. Smith, Philip O’Regan, Sarah Moore, Michael Morley	26
13	STRATEGIC GROUPS AND RIVALROUS FIRM BEHAVIOR: TOWARDS A RECONCILIATION 1997 ·Strategic Management Journal ·Ken G. Smith, Curtis M. Grimm, Greg Young, Stefan Wally	110
14	MULTIMARKET CONTACT, RESOURCE HETEROGENEITY, AND RIVALROUS FIRM BEHAVIOR. 1997 ·Academy of Management Proceedings ·Greg Young, Ken G. Smith, Curtis M. Grimm	6
15	Laughing at the way we see: The role of visual organizing principles in cartoon humor 1996 ·Humor - International Journal of Humor Research ·Ken G. Smith	12
16	The Effects of Intra-individual Goal Conflict on Performance 1994 ·Journal of Management ·Edwin A. Locke, Ken G. Smith, Miriam Erez, Dong-Ok Chah, Adam C. Schaffer	137
17	Environmental Change and Management Staffing: A Reply 1993 ·Journal of Management ·James P. Guthrie, Curtis M. Grimm, Ken G. Smith	3
18	DEREGULATION, STRATEGIC CHANGE, AND FIRM PERFORMANCE AMONG LTL MOTOR CARRIERS 1991 ·Transportation Journal ·T M Corsi, Curtis M. Grimm, Ken G. Smith, Raymond D. Smith	27
19	Strategy, Size and Performance 1989 ·Organization Studies ·Ken G. Smith, James P. Guthrie, Ming‐Jer Chen	196
20	Organizational Effectiveness in Entrepreneurial and Professionally Managed Firms 1987 ·Journal of Small Business Management ·Ken G. Smith, Martin J. Gannon	16

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.

Explore authors with similar magnitude of impact