Peter B. Seddon
About
In The Last Decade
Peter B. Seddon
75 papers receiving 4.9k citations
Hit Papers
Peers
Comparison fields: 5 of 115
- Management Information Systems 3.3k
- Information Systems and Management 2.8k
- Sociology and Political Science 1.1k
- Strategy and Management 1.1k
- Organizational Behavior and Human Resource Management 805
Countries citing papers authored by Peter B. Seddon
This map shows the geographic impact of Peter B. Seddon'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 Peter B. Seddon with the expected number of citations based on a country's size and research output (numbers larger than one mean the country cites Peter B. Seddon more than expected).
Fields of papers citing papers by Peter B. Seddon
This network shows the impact of papers produced by Peter B. Seddon. 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 Peter B. Seddon. The network helps show where Peter B. Seddon may publish in the future.
Co-authorship network of co-authors of Peter B. Seddon
This figure shows the co-authorship network connecting the top 25 collaborators of Peter B. Seddon. A scholar is included among the top collaborators of Peter B. Seddon 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 Peter B. Seddon. Peter B. Seddon is excluded from the visualization to improve readability, since they are connected to all nodes in the network.
All Works
| # | Work | Indexed citations |
|---|---|---|
| 1 | Generalization in IS research: a critique of the conflicting positions of Lee & Baskerville and Tsang & Williams | 4 |
| 2 | How an Australian retailer enabled business transformation through enterprise architecture | 26 |
| 3 | Through What Mechanisms Does Business Analytics Contribute To Business Value | 3 |
| 4 | Enterprise systems for innovation in products and processes : beyond operational efficiency | 2 |
| 5 | 5 | |
| 6 | 180 | |
| 7 | Enabling Strategic Transformations with Enterprise Systems: Beyond Operational Efficiency Research-in-Progress | 1 |
| 8 | IT Outsourcing Configuration: Case Research Into Structural Attributes and Consequences | 1 |
| 9 | IT Project Evaluation: Is More Formal Evaluation Necessarily Better? | 10 |
| 10 | 6 | |
| 11 | OTHER-SETTINGS GENERALIZATION IN IS RESEARCH | 18 |
| 12 | The Quality-of-Relationship Construct in IT Outsourcing | 6 |
| 13 | Enterprise Systems Benefits: How Should They Be Assessed | 8 |
| 14 | Impact of configuration on IT outsourcing relationships | 15 |
| 15 | Strategy and Business Models: What's the Difference? | 40 |
| 16 | 80 | |
| 17 | UNDERSTANDING THE BUSINESS BENEFITS OF ENTERPRISE RESOURCE PLANNING SYSTEMS | 19 |
| 18 | 20 | |
| 19 | Differences in Critical Success Factors in ERP Systems Implementation in Australia and China: A Cultural Analysis | 148 |
| 20 | Perceived Net Benefit as a Measure of IS Success and Predictor of IS Use | 4 |
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.