Peter J. Dean

36 papers receiving 353 citations

Peers

Peter J. Dean
Comparison fields: 5 of 84
  • Information Systems and Management 124
  • Organizational Behavior and Human Resource Management 101
  • Applied Psychology 47
  • Cognitive Neuroscience 63
  • Leadership and Management 4
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Countries citing papers authored by Peter J. Dean

Since Specialization
Citations

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

Fields of papers citing papers by Peter J. Dean

Since Specialization
Physical SciencesHealth SciencesLife SciencesSocial Sciences

This network shows the impact of papers produced by Peter J. Dean. 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 J. Dean. The network helps show where Peter J. Dean may publish in the future.

Co-authors

The 9 scholars most cited alongside Peter J. Dean, linked wherever they have co-authored with each other. Click a name or a connecting line to browse the papers they share.

Border = papers with Peter J. Dean Line = papers co-authored together Peter J. Dean links everyone, so they are left out of the graph.

All Works

20 of 20 papers shown

Showing the 20 most-cited of 49 papers — load more, or switch the sort, to bring in the rest.

#Work
1 1992112
2 196962
3 200145
4 199726
5 200424
6 199424
7
Philosophy And Practice Of Organizational Learning, Performance And Change
200119
8 199417
9 200814
10 200813
11 20086
12
The physician's essential MBA : what every physician leader needs to know
19996
13
The funding illusion: the 2% of GDP furphy in Australia’s Defence debate
20135
14 19905
15 19985
16 19974
17 20084
18 19944
19 20084
20 20163

About Peter J. Dean

Peter J. Dean is a scholar working on Applied Psychology, Sociology and Political Science, Organizational Behavior and Human Resource Management, Political Science and International Relations and General Health Professions, having authored 49 papers that have together received 430 indexed citations. Recurring topics across this work include Human Resource Development and Performance Evaluation (9 papers), Ethics in Business and Education (4 papers), Organizational Learning and Leadership (3 papers), Evaluation and Performance Assessment (3 papers), Military History and Strategy (3 papers), Ethics in medical practice (3 papers), Australian History and Society (3 papers) and Vietnamese History and Culture Studies (2 papers). The work is most often cited by research in Information Systems and Management (124 citations), Organizational Behavior and Human Resource Management (101 citations), Applied Psychology (47 citations), Cognitive Neuroscience (63 citations) and Leadership and Management (4 citations). Peter J. Dean has collaborated with scholars based in United States, Australia and Latvia. Frequent co-authors include George Mandler, Jason Payne‐James, David Sylwester, Michael J. Stahl, Laura L. Bierema, Jerry W. Gilley, Michael J.Stahl, Ian F. Wall and Andrew O’Neil. Their work appears in journals such as Journal of Business Ethics, Performance Improvement Quarterly, Australasian Journal of Educational Technology, Medicine Science and the Law and Australian Journal Of International Affairs.

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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