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.
Beyond strategic human resource management: is sustainable human resource management the next approach?
2013553 citationsRobin KramarThe 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 Robin Kramar'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 Robin Kramar with the expected number of citations based on a country's size and research output (numbers larger than one mean the country cites Robin Kramar more than expected).
This network shows the impact of papers produced by Robin Kramar. 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 Robin Kramar. The network helps show where Robin Kramar may publish in the future.
Co-authorship network of co-authors of Robin Kramar
This figure shows the co-authorship network connecting the top 25 collaborators of Robin Kramar.
A scholar is included among the top collaborators of Robin Kramar 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 Robin Kramar. Robin Kramar is excluded from
the visualization to improve readability, since they are connected to all nodes in the network.
Kramar, Robin & Peter Holland. (2015). Capstone HRM: dynamics and ambiguity in the workplace. Swinburne Research Bank (Swinburne University of Technology). 1.1 indexed citations
3.
Kramar, Robin. (2014). Sustainable human resource management: Conceptual frameworks. Research Bank (Australian Catholic University).2 indexed citations
4.
Kramar, Robin. (2013). Beyond strategic human resource management: is sustainable human resource management the next approach?. The International Journal of Human Resource Management. 25(8). 1069–1089.553 indexed citations breakdown →
5.
Kramar, Robin & Peter Steane. (2012). Emerging HRM skills in Australia. Asia-Pacific Journal of Business Administration. 4(2). 139–157.15 indexed citations
6.
Murray, Peter, Robin Kramar, & Peter McGraw. (2011). Women at work : research, policy and practice.6 indexed citations
7.
Kramar, Robin, et al.. (2010). Human Resource Management, Performance and Organisational Sustainability: A New Paradigm. RePEc: Research Papers in Economics. 451–466.1 indexed citations
Maley, Jane & Robin Kramar. (2007). International performance appraisal: policies, practices and processes in Australian subsidiaries of healthcare MNCs. Research Bank (Australian Catholic University). 15(2). 21–40.17 indexed citations
11.
Kramar, Robin. (2005). HRM practices and performance. Asia Pacific Journal of Human Resources. 43(1). 4–5.2 indexed citations
12.
Cieri, Helen De & Robin Kramar. (2003). Human Resource Management in Australia.42 indexed citations
Papalexandris, Nancy & Robin Kramar. (1997). Flexible working patterns: towards reconciliation of family and work (Образцы гибкой работы: к гармонии семьи и работы). Employee Relations. 19(6). 581–595.10 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.