Scott M. Shafer

3.2k total citations · 1 hit paper
35 papers, 2.1k citations indexed

About

Scott M. Shafer is a scholar working on Industrial and Manufacturing Engineering, Management Information Systems and Strategy and Management. According to data from OpenAlex, Scott M. Shafer has authored 35 papers receiving a total of 2.1k indexed citations (citations by other indexed papers that have themselves been cited), including 16 papers in Industrial and Manufacturing Engineering, 5 papers in Management Information Systems and 4 papers in Strategy and Management. Recurrent topics in Scott M. Shafer's work include Advanced Manufacturing and Logistics Optimization (15 papers), Assembly Line Balancing Optimization (11 papers) and Optimization and Packing Problems (8 papers). Scott M. Shafer is often cited by papers focused on Advanced Manufacturing and Logistics Optimization (15 papers), Assembly Line Balancing Optimization (11 papers) and Optimization and Packing Problems (8 papers). Scott M. Shafer collaborates with scholars based in United States, Russia and Latvia. Scott M. Shafer's co-authors include Jane C. Linder, Jack R. Meredith, David F. Rogers, David A. Nembhard, Terry Anthony Byrd, Sara B. Moeller, Mustafa Uzumeri, John M. Charnes, Timothy L. Smunt and Po-Hsin Lai and has published in prestigious journals such as Management Science, Journal of Operations Management and International Journal of Production Research.

In The Last Decade

Scott M. Shafer

33 papers receiving 1.8k citations

Hit Papers

The power of business models 2005 2026 2012 2019 2005 250 500 750
What are hit papers?

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.

  1. The power of business models
    2005 927 citations Scott M. Shafer et al. Business Horizons profile →

Peers

Scott M. Shafer
J.H.C. Pretorius South Africa
Daniel Roos United States
George Ioannou Greece
Kulwant S. Pawar United Kingdom
R.P. Mohanty India
Gregory P. Prastacos Greece
Achille Claudio Garavelli Italy
Yong Lin United Kingdom
Pavitra Dhamija South Africa
Jens Pöppelbuß Germany
J.H.C. Pretorius South Africa
Scott M. Shafer
Citations per year, relative to Scott M. Shafer Scott M. Shafer (= 1×) peers J.H.C. Pretorius

Countries citing papers authored by Scott M. Shafer

Since Specialization
Citations

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

Fields of papers citing papers by Scott M. Shafer

Since Specialization
Physical SciencesHealth SciencesLife SciencesSocial Sciences

This network shows the impact of papers produced by Scott M. Shafer. 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 Scott M. Shafer. The network helps show where Scott M. Shafer may publish in the future.

Co-authorship network of co-authors of Scott M. Shafer

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

All Works

20 of 20 papers shown
1.
Shafer, Scott M.. (2015). World Fuels and Modern Fuel Systems - A Path to Coexistence. SAE technical papers on CD-ROM/SAE technical paper series. 1.
2.
Shafer, Scott M. & Sara B. Moeller. (2012). The effects of Six Sigma on corporate performance: An empirical investigation. Journal of Operations Management. 30(7-8). 521–532. 110 indexed citations
3.
Shafer, Scott M., et al.. (2009). Resident Perceptions of Tourism Development. 139–150. 1 indexed citations
4.
Lai, Po-Hsin & Scott M. Shafer. (2005). Marketing Ecotourism through the Internet: An Evaluation of Selected Ecolodges in Latin America and the Caribbean. Journal of Ecotourism. 4(3). 143–160. 38 indexed citations
5.
Shafer, Scott M.. (2005). Karate in Business School? This is Not Your Father's Black Belt. Quality Management Journal. 12(2). 47–56. 4 indexed citations
6.
Shafer, Scott M., et al.. (2005). VISITOR PERCEPTIONS OF INTELLIGENT TRANSPORTATION SYSTEMS IN A NATIONAL PARK. 3 indexed citations
7.
Shafer, Scott M. & Timothy L. Smunt. (2004). Empirical simulation studies in operations management: context, trends, and research opportunities. Journal of Operations Management. 22(4). 345–354. 50 indexed citations
8.
Meredith, Jack R. & Scott M. Shafer. (2003). Operations Management for MBAs. Medical Entomology and Zoology. 52 indexed citations
9.
Shafer, Scott M., David A. Nembhard, & Mustafa Uzumeri. (2001). The Effects of Worker Learning, Forgetting, and Heterogeneity on Assembly Line Productivity. Management Science. 47(12). 1639–1653. 165 indexed citations
10.
Shafer, Scott M. & Terry Anthony Byrd. (2000). A framework for measuring the efficiency of organizational investments in information technology using data envelopment analysis. Omega. 28(2). 125–141. 116 indexed citations
11.
Shafer, Scott M. & Jack R. Meredith. (1998). Operations Management: A Process Approach with Spreadsheets. 13 indexed citations
12.
Shafer, Scott M. & John M. Charnes. (1997). Off setting lower routeing flexibility incellular manufacturing due to machine dedication. International Journal of Production Research. 35(2). 551–567. 12 indexed citations
13.
Tepper, Bennett J., et al.. (1996). A clarification on conceptual and methodological issues related to the Job Characteristics Model: A reply. Journal of Operations Management. 14(4). 369–372. 14 indexed citations
14.
Shafer, Scott M. & Sharon L. Oswald. (1996). Product-focused manufacturing for strategic advantage. Business Horizons. 39(6). 24–29. 2 indexed citations
15.
Shafer, Scott M. & John M. Charnes. (1995). A simulation analyses of factors influencing loading practices in cellular manufacturing. International Journal of Production Research. 33(1). 279–290. 25 indexed citations
16.
Shafer, Scott M. & David F. Rogers. (1993). Similarity and distance measures for cellular manufacturing. Part I. A survey. International Journal of Production Research. 31(5). 1133–1142. 62 indexed citations
17.
Shafer, Scott M. & Jack R. Meredith. (1993). An Empirically‐based Simulation Study of Functional versusCellular Layouts with Operations Overlapping. International Journal of Operations & Production Management. 13(2). 47–62. 32 indexed citations
18.
Shafer, Scott M. & David F. Rogers. (1993). Similarity and distance measures for cellular manufacturing. Part II. An extension and comparison. International Journal of Production Research. 31(6). 1315–1326. 51 indexed citations
19.
Shafer, Scott M. & Frank Collins. (1991). Which activities add value and which don't?. Journal of Corporate Accounting & Finance. 3(2). 217–224. 1 indexed citations
20.
Shafer, Scott M. & David F. Rogers. (1991). A goal programming approach to the cell formation problem. Journal of Operations Management. 10(1). 28–43. 79 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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