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.
Building Project Capabilities: From Exploratory to Exploitative Learning
2004541 citationsTim Brady, Andrew DaviesOrganization Studiesprofile →
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 Tim Brady'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 Tim Brady with the expected number of citations based on a country's size and research output (numbers larger than one mean the country cites Tim Brady more than expected).
This network shows the impact of papers produced by Tim Brady. 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 Tim Brady. The network helps show where Tim Brady may publish in the future.
Co-authorship network of co-authors of Tim Brady
This figure shows the co-authorship network connecting the top 25 collaborators of Tim Brady.
A scholar is included among the top collaborators of Tim Brady 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 Tim Brady. Tim Brady is excluded from
the visualization to improve readability, since they are connected to all nodes in the network.
Davies, Andrew, Tim Brady, & Michael Hobday. (2006). Charting a path toward integrated solutions. UCL Discovery (University College London). 47(3). 39–48.344 indexed citations
6.
Brady, Tim, Andrew Davies, David Gann, & Howard Rush. (2006). Learning to Manage Mega Projects: The case of BAA and Heathrow Terminal 5. University of Brighton Repository (University of Brighton). 32–39.22 indexed citations
7.
Tsekouras, George, et al.. (2006). The Role of Learning Networks in Building Capabilities in Small and Medium Sized Firms. University of Brighton Repository (University of Brighton).1 indexed citations
8.
Brady, Tim. (2005). . Research Policy. 34(9). 1453–1454.
Brady, Tim & Andrew Davies. (2004). Building Project Capabilities: From Exploratory to Exploitative Learning. Organization Studies. 25(9). 1601–1621.541 indexed citations breakdown →
12.
Flowers, Steve & Tim Brady. (2003). Through the Looking Glass: Exploring Buyer-Supplier Relationships in Complex High-Technology Projects.2 indexed citations
13.
Davies, Andrew, Tim Brady, Puay Tang, et al.. (2003). Delivering Integrated Solutions. University of Brighton Repository (University of Brighton).31 indexed citations
14.
Brady, Tim & Andrew Davies. (2003). Building an organisational capability model to help deliver integrated solutions in complex products and systems.2 indexed citations
Brady, Tim & David Targett. (1995). Strategic use of information in retail value chains.. European Conference on Information Systems. 615–626.1 indexed citations
Miles, Ian & Tim Brady. (1990). Mapping and measuring the information economy : a report produced for the Economic and Social Research Council's Programme on Information and Communication Technologies. Medical Entomology and Zoology.1 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.