Tim S. McLaren

15 papers receiving 371 citations

Peers

Tim S. McLaren
Comparison fields: 5 of 57
  • Management Information Systems 276
  • Strategy and Management 195
  • Management Science and Operations Research 58
  • Management of Technology and Innovation 46
  • Information Systems and Management 39
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Countries citing papers authored by Tim S. McLaren

Since Specialization
Citations

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

Fields of papers citing papers by Tim S. McLaren

Since Specialization
Physical SciencesHealth SciencesLife SciencesSocial Sciences

This network shows the impact of papers produced by Tim S. McLaren. 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 S. McLaren. The network helps show where Tim S. McLaren may publish in the future.

Co-authorship network of co-authors of Tim S. McLaren

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

All Works

16 of 16 papers shown
#WorkIndexed citations
1
Benchmarking distracted driving against other key risky driving behaviours
0
2
Creating and Evaluating Business Cases for Complex IT Investments: Towards a New Process Theory
1
3
Stakeholder Assessment and Management for Enterprise Systems Implementation Projects
2
4 57
5 2
6
Analyzing Enterprise Systems Delivery Modes for Small and Medium Enterprises
10
7
An Inductive Classification Scheme for Green IT Initiatives
5
8 22
9 13
10 5
11 47
12
A Measurement Model for Web-enabled Supply Chain Integration
11
13 64
14 8
15
STRATEGIC FIT OF SUPPLY CHAIN MANAGEMENT INFORMATION SYSTEMS: A MEASUREMENT MODEL
10
16 158

About Tim S. McLaren

Tim S. McLaren is a scholar working on Management Information Systems, Management Science and Operations Research and Strategy and Management, having authored 16 papers that have together received 415 indexed citations. Recurring topics across this work include Information Technology Governance and Strategy (8 papers), ERP Systems Implementation and Impact (7 papers) and Big Data and Business Intelligence (4 papers). The work is most often cited by research in Management Information Systems (276 citations), Strategy and Management (195 citations) and Management of Technology and Innovation (46 citations). Tim S. McLaren has collaborated with scholars based in Canada and United Kingdom. Frequent co-authors include Milena Head, Yufei Yuan, Ojelanki Ngwenyama, Aziz Guergachi, Yolande E. Chan, Sarah Fuller, Ken Grant, Barry C. Watson, Sonali Nandavar and Óscar Oviedo-Trespalacios. Their work appears in journals such as MIS Quarterly, International Journal of Production Economics and Journal of the Association for Information Systems.

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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2026