Shirish Sangle

680 total citations
31 papers, 504 citations indexed

About

Shirish Sangle is a scholar working on Strategy and Management, Marketing and Business and International Management. According to data from OpenAlex, Shirish Sangle has authored 31 papers receiving a total of 504 indexed citations (citations by other indexed papers that have themselves been cited), including 23 papers in Strategy and Management, 21 papers in Marketing and 8 papers in Business and International Management. Recurrent topics in Shirish Sangle's work include Environmental Sustainability in Business (20 papers), Sustainable Supply Chain Management (20 papers) and Corporate Social Responsibility Reporting (8 papers). Shirish Sangle is often cited by papers focused on Environmental Sustainability in Business (20 papers), Sustainable Supply Chain Management (20 papers) and Corporate Social Responsibility Reporting (8 papers). Shirish Sangle collaborates with scholars based in India and South Korea. Shirish Sangle's co-authors include Arvind K. Nema, P. Khanna, Seema Unnikrishnan and Manoj Kumar Tiwari and has published in prestigious journals such as Journal of Cleaner Production, Journal of Environmental Management and International Journal of Production Research.

In The Last Decade

Shirish Sangle

30 papers receiving 474 citations

Peers — A (Enhanced Table)

Peers by citation overlap · career bar shows stage (early→late) cites · hero ref

Name h Career Trend Papers Cites
Shirish Sangle India 13 363 299 89 52 49 31 504
Jordana Marques Kneipp Brazil 9 248 0.7× 189 0.6× 57 0.6× 56 1.1× 55 1.1× 84 462
Maria Rosa De Giacomo Italy 11 394 1.1× 305 1.0× 93 1.0× 34 0.7× 42 0.9× 22 564
Xiaowen Jie China 7 338 0.9× 330 1.1× 144 1.6× 46 0.9× 27 0.6× 19 503
Bruce Clemens United States 9 521 1.4× 417 1.4× 92 1.0× 37 0.7× 47 1.0× 15 696
Yavuz Ağan Türkiye 5 407 1.1× 336 1.1× 52 0.6× 33 0.6× 48 1.0× 7 511
Yu Tu China 8 369 1.0× 366 1.2× 196 2.2× 35 0.7× 31 0.6× 8 636
Xiongbiao Xie China 5 244 0.7× 218 0.7× 144 1.6× 36 0.7× 28 0.6× 9 407
Jesús Valero‐Gil Spain 10 470 1.3× 456 1.5× 121 1.4× 59 1.1× 40 0.8× 17 652
Francesca Bartolacci Italy 9 254 0.7× 176 0.6× 108 1.2× 40 0.8× 39 0.8× 22 505
Badar Latif Malaysia 10 319 0.9× 315 1.1× 126 1.4× 35 0.7× 23 0.5× 14 562

Countries citing papers authored by Shirish Sangle

Since Specialization
Citations

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

Fields of papers citing papers by Shirish Sangle

Since Specialization
Physical SciencesHealth SciencesLife SciencesSocial Sciences

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

Co-authorship network of co-authors of Shirish Sangle

This figure shows the co-authorship network connecting the top 25 collaborators of Shirish Sangle. A scholar is included among the top collaborators of Shirish Sangle 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 Shirish Sangle. Shirish Sangle 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.
Sangle, Shirish, et al.. (2024). Post-Covid challenges and opportunities: rethinking ESG performance in the logistics sector. International Journal of Production Research. 63(4). 1256–1274. 5 indexed citations
2.
Sangle, Shirish, et al.. (2021). Benchmarking organisational innovativeness types for sustainability: a study of Indian firms. Benchmarking An International Journal. 29(2). 345–364. 10 indexed citations
3.
Sangle, Shirish, et al.. (2021). Benchmarking absorptive capacity for sustainability: a study of Indian firms. Benchmarking An International Journal. 29(3). 835–855. 4 indexed citations
4.
Sangle, Shirish, et al.. (2019). Stakeholder engagement as a dynamic capability. Business Strategy & Development. 3(2). 204–212. 20 indexed citations
5.
Nema, Arvind K., et al.. (2019). What determines environmental proactiveness in the Indian cement sector? An empirical study. Journal of Cleaner Production. 234. 961–971. 8 indexed citations
6.
Nema, Arvind K., et al.. (2018). Study of determinants of proactive environmental strategies in India's power sector. Journal of Cleaner Production. 194. 43–53. 13 indexed citations
7.
Sangle, Shirish, et al.. (2017). Product Stewardship Strategy: A Study of Indian Firms. Corporate Social Responsibility and Environmental Management. 25(2). 124–134. 13 indexed citations
8.
Sangle, Shirish, et al.. (2016). Co-Creation with Stakeholders. International Journal of Social Ecology and Sustainable Development. 7(3). 34–46. 1 indexed citations
9.
Sangle, Shirish, et al.. (2016). Pollution prevention strategy: a study of Indian firms. Journal of Cleaner Production. 133. 795–802. 26 indexed citations
10.
Sangle, Shirish, et al.. (2016). Strategy to derive benefits of radical cleaner production, products and technologies: a study of Indian firms. Journal of Cleaner Production. 126. 236–247. 34 indexed citations
11.
Sangle, Shirish, et al.. (2016). Role of government towards adoption of cleaner technologies for climate proactivity. World Journal of Science Technology and Sustainable Development. 14(1). 29–49. 4 indexed citations
12.
Sangle, Shirish, et al.. (2015). What drives successful implementation of pollution prevention and cleaner technology strategy? The role of innovative capability. Journal of Environmental Management. 155. 184–192. 93 indexed citations
13.
Sangle, Shirish, et al.. (2014). Complementary assets for effective pollution prevention strategy. 4(4). 326–326. 1 indexed citations
14.
Sangle, Shirish. (2010). Adoption of cleaner technology for climate proactivity: a technology–firm–stakeholder framework. Business Strategy and the Environment. 20(6). 365–378. 33 indexed citations
15.
Sangle, Shirish. (2009). Critical success factors for corporate social responsibility: a public sector perspective. Corporate Social Responsibility and Environmental Management. 17(4). 205–214. 49 indexed citations
16.
Sangle, Shirish. (2009). Empirical analysis of determinants of adoption of proactive environmental strategies in India. Business Strategy and the Environment. 19(1). 51–63. 63 indexed citations
17.
Sangle, Shirish. (2008). Designing Environmental Management System for promoting sustainable consumption. International Journal of Sustainable Society. 1(1). 29–29. 6 indexed citations
18.
Sangle, Shirish, et al.. (2007). Evaluating sustainability practices in terms of stakeholders' satisfaction. International Journal of Business Governance and Ethics. 3(1). 56–56. 24 indexed citations
19.
Sangle, Shirish. (2005). Redefining environmental management system boundaries through stakeholder management across product life-cycle. International Journal of Environment and Sustainable Development. 4(2). 193–193. 5 indexed citations
20.
Sangle, Shirish. (2002). Corporate Environmental Governance: From Shareholders to Stakeholders. 2 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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