Marla E. Hacker

786 total citations
20 papers, 557 citations indexed

About

Marla E. Hacker is a scholar working on Management Information Systems, Management Science and Operations Research and Social Psychology. According to data from OpenAlex, Marla E. Hacker has authored 20 papers receiving a total of 557 indexed citations (citations by other indexed papers that have themselves been cited), including 9 papers in Management Information Systems, 9 papers in Management Science and Operations Research and 6 papers in Social Psychology. Recurrent topics in Marla E. Hacker's work include Team Dynamics and Performance (6 papers), Quality and Supply Management (5 papers) and Construction Project Management and Performance (5 papers). Marla E. Hacker is often cited by papers focused on Team Dynamics and Performance (6 papers), Quality and Supply Management (5 papers) and Construction Project Management and Performance (5 papers). Marla E. Hacker collaborates with scholars based in United States and Indonesia. Marla E. Hacker's co-authors include Toni Doolen, Marvin Washington, Eileen M. Van Aken, Sabah U. Randhawa, Brian M. Kleiner, Larry A. Mallak and Tim Kotnour and has published in prestigious journals such as International Journal of Operations & Production Management, Journal of Manufacturing Systems and IEEE Transactions on Engineering Management.

In The Last Decade

Marla E. Hacker

18 papers receiving 495 citations

Peers — A (Enhanced Table)

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

Name	h						Papers	Cites
Marla E. Hacker United States	10	331	292	137	99	76	20	557
June M. Worley United States	6	497 1.5×	387 1.3×	178 1.3×	65 0.7×	61 0.8×	6	644
Virpi Turkulainen Ireland	13	349 1.1×	366 1.3×	88 0.6×	63 0.6×	62 0.8×	22	638
Charlene A. Yauch United States	8	237 0.7×	194 0.7×	49 0.4×	56 0.6×	146 1.9×	10	504
Harvey F. Kolodny Canada	14	176 0.5×	202 0.7×	148 1.1×	88 0.9×	76 1.0×	21	585
Alan W. Pearson United Kingdom	14	136 0.4×	381 1.3×	131 1.0×	74 0.7×	127 1.7×	40	641
John K. McCreery United States	7	339 1.0×	322 1.1×	67 0.5×	53 0.5×	80 1.1×	7	554
Joo Y. Jung United States	10	302 0.9×	325 1.1×	114 0.8×	114 1.2×	62 0.8×	27	536
Javier Merino Díaz de Cerio Spain	13	357 1.1×	370 1.3×	86 0.6×	126 1.3×	72 0.9×	27	587
Desirée H. van Dun Netherlands	13	499 1.5×	420 1.4×	84 0.6×	136 1.4×	83 1.1×	31	874
Jonas A. Ingvaldsen Norway	11	253 0.8×	202 0.7×	57 0.4×	108 1.1×	33 0.4×	28	386

Countries citing papers authored by Marla E. Hacker

Since Specialization

Citations

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

Fields of papers citing papers by Marla E. Hacker

Since Specialization

Physical SciencesHealth SciencesLife SciencesSocial Sciences

This network shows the impact of papers produced by Marla E. Hacker. 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 Marla E. Hacker. The network helps show where Marla E. Hacker may publish in the future.

Co-authorship network of co-authors of Marla E. Hacker

This figure shows the co-authorship network connecting the top 25 collaborators of Marla E. Hacker. A scholar is included among the top collaborators of Marla E. Hacker 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 Marla E. Hacker. Marla E. Hacker 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

Hacker, Marla E., et al.. (2023). IMPLEMENTATION MANAGEMENT IN AN AUTOMATED ENVIRONMENT. 29–40.

Washington, Marvin, et al.. (2011). Successful Organizational Transformation: The Five Critical Elements. PDXScholar (Portland State University). 1 indexed citations

Doolen, Toni, et al.. (2009). Development of a manufacturing flexibility hierarchy through factor and cluster analysis. Journal of Manufacturing Technology Management. 20(4). 417–441. 23 indexed citations

Hacker, Marla E. & Toni Doolen. (2007). Alignment at the Top: A Case Study Investigating This Critical Factor in Project Implementation. Engineering Management Journal. 19(1). 38–42. 12 indexed citations

Doolen, Toni, Marla E. Hacker, & Eileen M. Van Aken. (2006). Managing organizational context for engineering team effectiveness. Team Performance Management. 12(5/6). 138–154. 14 indexed citations

Doolen, Toni & Marla E. Hacker. (2005). A review of lean assessment in organizations: An exploratory study of lean practices by electronics manufacturers. Journal of Manufacturing Systems. 24(1). 55–67. 259 indexed citations

Washington, Marvin & Marla E. Hacker. (2005). Why change fails: knowledge counts. Leadership & Organization Development Journal. 26(5). 400–411. 58 indexed citations

Hacker, Marla E. & Marvin Washington. (2004). How do we measure the implementation of large‐scale change?. Measuring Business Excellence. 8(3). 52–59. 18 indexed citations

Hacker, Marla E., et al.. (2003). Performance measurement in new product development: concepts and literature review. 495–495. 1 indexed citations

10.

Doolen, Toni, Marla E. Hacker, & Eileen M. Van Aken. (2003). The impact of organizational context on work team effectiveness: A study of production team. IEEE Transactions on Engineering Management. 50(3). 285–296. 82 indexed citations

11.

Hacker, Marla E. & Brian M. Kleiner. (2002). Identifying critical factors impacting virtual work group performance. 196–200. 6 indexed citations

12.

Hacker, Marla E., et al.. (2001). The Impact of a Performance Management Intervention on Work Processes and Operational Indicators. Quality Management Journal. 8(2). 8–18. 3 indexed citations

13.

Hacker, Marla E., Tim Kotnour, & Larry A. Mallak. (2001). Formalizing deployment processes in the US Government. International Journal of Public Sector Management. 14(3). 221–240. 9 indexed citations

14.

Hacker, Marla E., et al.. (2001). Factors in capital decisions involving advanced manufacturing technologies. International Journal of Operations & Production Management. 21(10). 1265–1288. 27 indexed citations

15.

Hacker, Marla E., et al.. (2000). Designing a performance measurement system for a high technology virtual engineering team – a case study. 2(3). 225–232. 15 indexed citations

16.

Hacker, Marla E., et al.. (2000). Designing and installing a performance measurement system within a professional society – a case study. Managing Service Quality. 10(4). 216–226. 2 indexed citations

17.

Hacker, Marla E.. (2000). The impact of top performers on project teams. Team Performance Management. 6(5/6). 85–90. 15 indexed citations

18.

Washington, Marvin & Marla E. Hacker. (2000). System equivalence: the application of joint optimization. Measuring Business Excellence. 4(4). 18–24. 3 indexed citations

19.

Hacker, Marla E. & Brian M. Kleiner. (1999). A Study of the Effects of Procedural Structure and Anonymity on Process Improvement Work Groups. Engineering Management Journal. 11(4). 26–30. 5 indexed citations

20.

Hacker, Marla E., et al.. (1998). Focusing on uisible management at a USPS distribution center. National Productivity Review. 17(4). 45–52. 4 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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