V. Nilakant

987 total citations
35 papers, 615 citations indexed

About

V. Nilakant is a scholar working on Sociology and Political Science, Strategy and Management and Accounting. According to data from OpenAlex, V. Nilakant has authored 35 papers receiving a total of 615 indexed citations (citations by other indexed papers that have themselves been cited), including 9 papers in Sociology and Political Science, 7 papers in Strategy and Management and 7 papers in Accounting. Recurrent topics in V. Nilakant's work include Disaster Management and Resilience (8 papers), Disaster Response and Management (6 papers) and Corporate Finance and Governance (5 papers). V. Nilakant is often cited by papers focused on Disaster Management and Resilience (8 papers), Disaster Response and Management (6 papers) and Corporate Finance and Governance (5 papers). V. Nilakant collaborates with scholars based in New Zealand, Australia and India. V. Nilakant's co-authors include Hayagreeva Rao, Robert T. Hamilton, Mark A. Fox, Bernard Walker, Ashish Malik, Huibert P. de Vries, P. Venkateswarlu, Marjolein Lips‐Wiersma, Marío Fernando and Michael Duncan and has published in prestigious journals such as Journal of Management Studies, Journal of Vocational Behavior and International Journal of Project Management.

In The Last Decade

V. Nilakant

31 papers receiving 520 citations

Peers — A (Enhanced Table)

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

Name	h						Papers	Cites
V. Nilakant New Zealand	13	261	204	137	115	115	35	615
Andrew Robinson United Kingdom	14	260 1.0×	290 1.4×	237 1.7×	75 0.7×	62 0.5×	29	738
Lesley Mayne United Kingdom	5	209 0.8×	261 1.3×	88 0.6×	76 0.7×	78 0.7×	10	557
Yoshio Yanadori Canada	14	206 0.8×	317 1.6×	164 1.2×	86 0.7×	72 0.6×	26	692
Augustine Ahiauzu Nigeria	16	191 0.7×	444 2.2×	170 1.2×	70 0.6×	48 0.4×	30	804
William J. Ritchie United States	15	170 0.7×	203 1.0×	93 0.7×	187 1.6×	51 0.4×	43	566
Mohd Sobri Minai Malaysia	15	124 0.5×	144 0.7×	111 0.8×	83 0.7×	167 1.5×	41	640
Torsten Schmid Switzerland	4	283 1.1×	309 1.5×	73 0.5×	85 0.7×	92 0.8×	9	652
Erika Harden United States	2	505 1.9×	238 1.2×	72 0.5×	118 1.0×	73 0.6×	2	739
Bas Koene Netherlands	11	337 1.3×	126 0.6×	120 0.9×	113 1.0×	33 0.3×	31	622
Federica Pazzaglia Ireland	10	211 0.8×	162 0.8×	169 1.2×	89 0.8×	64 0.6×	27	475

Countries citing papers authored by V. Nilakant

Since Specialization

Citations

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

Fields of papers citing papers by V. Nilakant

Since Specialization

Physical SciencesHealth SciencesLife SciencesSocial Sciences

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

Co-authorship network of co-authors of V. Nilakant

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

All Works

Sort: Min cites: Since: Top N: Style:

20 of 20 papers shown

Kuntz, Joana, et al.. (2018). Linking High-Performance Work Practices and Project Success: Employee Engagement Matters. Academy of Management Proceedings. 2018(1). 14890–14890. 2 indexed citations

Nilakant, V., et al.. (2014). Research note: Conceptualising adaptive resilience using grounded theory. 39(1). 79. 55 indexed citations

Walker, Bernard, et al.. (2014). Promoting Organisational Resilience through Sustaining Engagement in a Disruptive Environment: What are the implications for HRM?. University of Canterbury Research Repository (University of Canterbury). 11 indexed citations

Nilakant, V., et al.. (2014). Conceptualising Adaptive Resilience using Grounded Theory. University of Canterbury Research Repository (University of Canterbury). 5 indexed citations

Nilakant, V., Bernard Walker, Kylie Rochford, & Kate van Heugten. (2013). Leading in a post-disaster Setting: Guidance for human resource practitioners. University of Canterbury Research Repository (University of Canterbury). 38(1). 1. 12 indexed citations

Nilakant, V., Bernard Walker, & Kylie Rochford. (2013). Post-disaster Management of Human Resources: Learning From an Extended Crisis. University of Canterbury Research Repository (University of Canterbury). 4 indexed citations

Nilakant, V., et al.. (2012). Managing Responsibly: Alternative Approaches to Corporate Management and Governance. Medical Entomology and Zoology. 1 indexed citations

Nilakant, V., et al.. (2008). What drives training in India’s IT-enabled and business process outsourcing services industry?. NOVA (University of Newcastle, Australia).

Lips‐Wiersma, Marjolein & V. Nilakant. (2008). Practical Compassion: Toward a Critical Spiritual Foundation for Corporate Responsibility. Palgrave Macmillan Books. 51–72. 12 indexed citations

10.

Fernando, Marío & V. Nilakant. (2008). The place of self-actualisation in workplace spirituality: Evidence from Sri Lanka. Culture and Religion. 9(3). 233–249. 12 indexed citations

11.

Ramnarayan, S & V. Nilakant. (2006). Dynamics of Reinvention. Vikalpa The Journal for Decision Makers. 31(1). 31–48. 1 indexed citations

12.

Nilakant, V., et al.. (2006). Change Management: Altering Mindsets in a Global Context. Digital Eprints Services at ISB (DESI) (Indian School of Business). 3 indexed citations

13.

Venkateswarlu, P. & V. Nilakant. (2005). Adoption and persistence of TQM programmes – case studies of five New Zealand organizations. Total Quality Management & Business Excellence. 16(7). 807–825. 25 indexed citations

14.

Nilakant, V.. (1998). Managing Organisational Change. CERN Document Server (European Organization for Nuclear Research). 2 indexed citations

15.

Jacobs, Kerry & V. Nilakant. (1996). The Corporatization of Health Care: An Evaluation and An Alternative. Health Services Management Research. 9(2). 107–114. 7 indexed citations

16.

Nilakant, V.. (1994). Transdisciplinary Approach to a Theory of Performance in Organizations. Human Systems Management. 13(1). 41–48. 2 indexed citations

17.

Nilakant, V.. (1991). DYNAMICS OF MIDDLE MANAGERIAL ROLES: A STUDY IN FOUR INDIANORGANISATIONS. Journal of Managerial Psychology. 6(1). 17–24. 10 indexed citations

18.

Nilakant, V. & S Ramnarayan. (1990). Manager in the Middle: A Case of Underdevelopment and Underutilization. Vikalpa The Journal for Decision Makers. 15(2). 3–12. 5 indexed citations

19.

Lysonski, Steven, V. Nilakant, & David Wilemon. (1989). Role Stress among Project Managers. Journal of Managerial Psychology. 4(5). 25–31. 10 indexed citations

20.

Nilakant, V., et al.. (1984). The worker and the working class : a labour studies anthology. Medical Entomology and Zoology. 5 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.

Explore authors with similar magnitude of impact