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.
Human resource strategies and firm performance: what do we know and where do we need to go?
1995635 citationsLee Dyer, T. Zane ReevesThe International Journal of Human Resource Managementprofile →
Peers — A (Enhanced Table)
Peers by citation overlap · career bar shows stage (early→late)
cites ·
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This map shows the geographic impact of Lee Dyer'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 Lee Dyer with the expected number of citations based on a country's size and research output (numbers larger than one mean the country cites Lee Dyer more than expected).
This network shows the impact of papers produced by Lee Dyer. 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 Lee Dyer. The network helps show where Lee Dyer may publish in the future.
Co-authorship network of co-authors of Lee Dyer
This figure shows the co-authorship network connecting the top 25 collaborators of Lee Dyer.
A scholar is included among the top collaborators of Lee Dyer 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 Lee Dyer. Lee Dyer 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.
Kochan, Thomas A. & Lee Dyer. (2017). Shaping the Future of Work: A Handbook for Action and a New Social Contract.12 indexed citations
2.
Dyer, Lee & Jeff Ericksen. (2006). Dynamic Organizations: Achieving Marketplace Agility Through Workforce Scalability. eCommons (Cornell University).21 indexed citations
Dyer, Lee. (2000). Pressure ulcers--prevention is the key.. PubMed. 7(10). 30–30.2 indexed citations
6.
Wright, Patrick M. & Lee Dyer. (2000). People in the E-Business: New Challenges, New Solutions. eCommons (Cornell University).20 indexed citations
7.
Dyer, Lee & T. Zane Reeves. (1995). Human resource strategies and firm performance: what do we know and where do we need to go?. The International Journal of Human Resource Management. 6(3). 656–670.635 indexed citations breakdown →
8.
Dyer, Lee & Thomas A. Kochan. (1994). Is There a New HRM? Contemporary Evidence and Future Directions. eCommons (Cornell University).23 indexed citations
Dyer, Lee, et al.. (1988). Human resource management : evolving roles & responsibilities.4 indexed citations
11.
Dyer, Lee, et al.. (1987). Toward a Strategic Perspective of Human Resource Management. eCommons (Cornell University).15 indexed citations
12.
Belcher, David, Herbert G. Heneman, Donald P. Schwab, John A. Fossum, & Lee Dyer. (1982). Personnel/Human Resource Management.. Industrial and Labor Relations Review. 35(2). 291–291.215 indexed citations
Dyer, Lee, David B. Lipsky, & Thomas A. Kochan. (1977). Union Attitudes Toward Management Cooperation. Industrial Relations A Journal of Economy and Society. 16(2). 163–172.17 indexed citations
15.
Dyer, Lee. (1976). Careers in organizations : individual planning and organizational development.17 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.