Peter Middleton

406 total citations
17 papers, 210 citations indexed

About

Peter Middleton is a scholar working on Management Information Systems, Information Systems and Sociology and Political Science. According to data from OpenAlex, Peter Middleton has authored 17 papers receiving a total of 210 indexed citations (citations by other indexed papers that have themselves been cited), including 9 papers in Management Information Systems, 9 papers in Information Systems and 4 papers in Sociology and Political Science. Recurrent topics in Peter Middleton's work include Software Engineering Techniques and Practices (9 papers), Software Engineering Research (5 papers) and Information Technology Governance and Strategy (4 papers). Peter Middleton is often cited by papers focused on Software Engineering Techniques and Practices (9 papers), Software Engineering Research (5 papers) and Information Technology Governance and Strategy (4 papers). Peter Middleton collaborates with scholars based in United Kingdom, United States and Australia. Peter Middleton's co-authors include Barry McCollum, Ho Woo Lee, Shahrukh A. Irani, Michael Millard, Zhixin Liu, Frances Kay‐Lambkin, Krista J. Siefried, Nicky Bath, Carl I. Moller and Nadine Ezard and has published in prestigious journals such as IEEE Software, Journal of Systems and Software and IEEE Transactions on Engineering Management.

In The Last Decade

Peter Middleton

15 papers receiving 184 citations

Peers

Peter Middleton
Ken Power United States
Dan Turk United States
Peter Middleton
Citations per year, relative to Peter Middleton Peter Middleton (= 1×) peers Christoph Johann Stettina

Countries citing papers authored by Peter Middleton

Since Specialization
Citations

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

Fields of papers citing papers by Peter Middleton

Since Specialization
Physical SciencesHealth SciencesLife SciencesSocial Sciences

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

Co-authorship network of co-authors of Peter Middleton

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

All Works

17 of 17 papers shown
2.
Middleton, Peter, et al.. (2020). Lean Software Strategies. Productivity Press eBooks. 1 indexed citations
3.
Middleton, Peter, et al.. (2011). Lean Software Management: BBC Worldwide Case Study. IEEE Transactions on Engineering Management. 59(1). 20–32. 60 indexed citations
4.
Middleton, Peter, et al.. (2007). Lean principles and techniques for improving the quality and productivity of software development projects: a case study. International Journal of Productivity and Quality Management. 2(4). 387–387. 14 indexed citations
5.
Middleton, Peter, et al.. (2005). Lean Software Strategies: Proven Techniques for Managers and Developers. CERN Document Server (European Organization for Nuclear Research). 18 indexed citations
6.
Middleton, Peter, et al.. (2004). Organizational alignment: a precondition for information systems success?. Journal of Change Management. 4(4). 327–338. 23 indexed citations
7.
Middleton, Peter, Ho Woo Lee, & Shahrukh A. Irani. (2004). Why Culling Software Colleagues Is Popular. IEEE Software. 21(5). 28–32. 2 indexed citations
8.
Middleton, Peter, et al.. (2003). Advergaming: a new breed of computer games. Research Portal (Queen's University Belfast). 2(2). 96–100. 1 indexed citations
9.
Middleton, Peter. (2001). Lean Software Process. Journal of Computer Information Systems. 42(1). 21–25. 1 indexed citations
10.
Middleton, Peter. (2001). Lean Software Development: Two Case Studies. Software Quality Journal. 9(4). 241–252. 52 indexed citations
11.
Middleton, Peter & Barry McCollum. (2001). Management of process improvement by prescription. Journal of Systems and Software. 57(1). 9–19. 6 indexed citations
12.
Middleton, Peter. (2000). Barriers to the efficient and effective use of information technology. International Journal of Public Sector Management. 13(1). 85–99. 6 indexed citations
13.
Middleton, Peter. (1999). Management of software engineering. International Journal of Computer Applications in Technology. 12(2/3/4/5). 174–174. 6 indexed citations
14.
Middleton, Peter. (1998). Software quality by administration. Software Quality Journal. 7(3-4). 261–275. 1 indexed citations
15.
Middleton, Peter. (1997). Managing software quality by standardization. Software Process Improvement and Practice. 3(4). 201–212. 1 indexed citations
16.
Middleton, Peter. (1995). Maintenance management: From product to process. Journal of Software Maintenance Research and Practice. 7(1). 63–73. 3 indexed citations
17.
Middleton, Peter. (1993). Japan's software factories: a challenge to US management. Journal of Information Technology. 8(3). 196–196. 15 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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