T. K. Peng
- Organizational Behavior and Human Resource Management top 5%
- Social Psychology top 10%
- Sociology and Political Science
- Communication top 5%
- Strategy and Management top 10%
- Co-authors
- Mark PetersonGary YuklJeffrey C. KennedyPing Ping FuE. S. SrinivasPing FuJasmine TataMarie‐Françoise Lacassagne
- Topics
- Cultural Differences and Values (7 papers)Job Satisfaction and Organizational Behavior (6 papers)Social and Intergroup Psychology (3 papers)
- Partner nations
- TaiwanUnited StatesHong Kong
In The Last Decade
T. K. Peng
14 papers receiving 362 citations
Peers
Comparison fields: 5 of 65
- Organizational Behavior and Human Resource Management 179
- Social Psychology 137
- Sociology and Political Science 107
- Communication 89
- Strategy and Management 87
Countries citing papers authored by T. K. Peng
This map shows the geographic impact of T. K. Peng'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 T. K. Peng with the expected number of citations based on a country's size and research output (numbers larger than one mean the country cites T. K. Peng more than expected).
Fields of papers citing papers by T. K. Peng
This network shows the impact of papers produced by T. K. Peng. 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 T. K. Peng. The network helps show where T. K. Peng may publish in the future.
Co-authorship network of co-authors of T. K. Peng
This figure shows the co-authorship network connecting the top 25 collaborators of T. K. Peng. A scholar is included among the top collaborators of T. K. Peng 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 T. K. Peng. T. K. Peng is excluded from the visualization to improve readability, since they are connected to all nodes in the network.
All Works
| # | Work | Indexed citations |
|---|---|---|
| 1 | 0 | |
| 2 | Motivation to lead: Linking leader regulatory focus, leadership behaviors, and motivational and cultural moderators | 1 |
| 3 | 11 | |
| 4 | 5 | |
| 5 | 26 | |
| 6 | Reconsider Cross-Cultural Differences in Leadership Behaviours,A perspective of Institutional Symbiosis | 2 |
| 7 | 142 | |
| 8 | 38 | |
| 9 | 6 | |
| 10 | 14 | |
| 11 | 1 | |
| 12 | 5 | |
| 13 | 2 | |
| 14 | The sex ratio of suicide rates in China. | 34 |
| 15 | 113 |
About T. K. Peng
T. K. Peng is a scholar working on Organizational Behavior and Human Resource Management, Social Psychology and Gender Studies, having authored 15 papers that have together received 400 indexed citations. Recurring topics across this work include Cultural Differences and Values (7 papers), Job Satisfaction and Organizational Behavior (6 papers) and Social and Intergroup Psychology (3 papers). The work is most often cited by research in Organizational Behavior and Human Resource Management (179 citations), Communication (89 citations) and Social Psychology (137 citations). T. K. Peng has collaborated with scholars based in Taiwan, United States and Hong Kong. Frequent co-authors include Mark Peterson, Gary Yukl, Jeffrey C. Kennedy, Ping Ping Fu, E. S. Srinivas, Ping Fu, Jasmine Tata, Marie‐Françoise Lacassagne, Guangbo Qu and Jon P. Howell. Their work appears in journals such as Journal of International Business Studies, Journal of Organizational Behavior and Sex Roles.
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.