William J. Kettinger
- Management Information Systems top 0.1%
- Information Technology Governance and Strategy 26
- Big Data and Business Intelligence 21
- Business Process Modeling and Analysis 16
- ERP Systems Implementation and Impact 11
- Information Systems and Management top 0.1%
- Technology Adoption and User Behaviour 27
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- Customer Service Quality and Loyalty 14
- Strategy and Management top 0.5%
- Marketing top 1%
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- Digital Marketing and Social Media 12
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- Knowledge Management and Sharing 10
- Co-authors
- Choong C. LeeJames T. C. TengVarun GroverAlbert H. SegarsSeung Ryul JeongTao HuRobin S. PostonGary Hackbarth
- Cited by
- Management Information SystemsInformation Systems and ManagementOrganizational Behavior and Human Resource Management
- Journals
- Communications of the ACM (2 papers)MIS Quarterly (5 papers)Journal of Operations Management (1 paper)
- Partner nations
- United StatesSouth KoreaAustria
In The Last Decade
William J. Kettinger
106 papers receiving 4.9k citations
Hit Papers
Peers
Comparison fields: 5 of 118
- Management Information Systems 2.8k
- Information Systems and Management 1.7k
- Organizational Behavior and Human Resource Management 1.2k
- Strategy and Management 1.4k
- Marketing 627
Countries citing papers authored by William J. Kettinger
This map shows the geographic impact of William J. Kettinger'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 William J. Kettinger with the expected number of citations based on a country's size and research output (numbers larger than one mean the country cites William J. Kettinger more than expected).
Fields of papers citing papers by William J. Kettinger
This network shows the impact of papers produced by William J. Kettinger. 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 William J. Kettinger. The network helps show where William J. Kettinger may publish in the future.
Co-authorship network
The 25 scholars most cited alongside William J. Kettinger, linked wherever they have co-authored with each other. Click a name or a connecting line to browse the papers they share.
All Works
| # | Work | ||
|---|---|---|---|
| 1 | The Changing Tides of Investments and Strategies and Their Impacts on Security Breaches | 2019 | 0 |
| 2 | Information Management Capabilities in the Digital Era: The Senior Manager’s Perspective | 2019 | 1 |
| 3 | Established Companies' Strategic Responses to Sharing Economy Threats | 2018 | 18 |
| 4 | Managing IT Integration Risk in Acquisitions | 2016 | 3 |
| 5 | 2015 | 28 | |
| 6 | Interorganizational Cost Management in Supply Chains: Practices and Payoffs | 2014 | 4 |
| 7 | Personalization to New Website Users: The Role of Trust and Culture | 2013 | 1 |
| 8 | Personal Information Breach as a Service Failure: Examining Relationships among Recovery Efforts, Justice, and Customer Responses | 2012 | 3 |
| 9 | The Mediating Role of Adaptive Personalization in Online Shopping | 2012 | 1 |
| 10 | CIO and Business Executive Leadership Approaches to Establishing Company-wide Information Orientation | 2011 | 21 |
| 11 | Designing Enterprise IT Architectures to Optimize Flexibility and Standardization in Global Business | 2010 | 17 |
| 12 | Managing the Vendor Set: Achieving Best Pricing and Quality Service in IT Outsourcing | 2009 | 20 |
| 13 | A Three Level Model of SOA Maturity: Toward Achieving Sense and Respond | 2009 | 8 |
| 14 | Assimilation of Enterprise Systems: The Mediating Role of Information Integration of Information Impact | 2009 | 5 |
| 15 | Why People Continue to Use Social Networking Services: Developing a Comprehensive Model | 2008 | 55 |
| 16 | The Role of Electronic Integration and Absorptive Capacity on Interorganizational Cost Management in Supply Chains | 2006 | 7 |
| 17 | Conducting business process change: recommendations from studies of 25 leading approaches | 2000 | 1 |
| 18 | 1996 | 82 | |
| 19 | Business process change : concepts, methods, and technologies | 1995 | 22 |
| 20 | Business process redesign and information architecture: establishing the missing links | 1992 | 15 |
About William J. Kettinger
William J. Kettinger is a scholar working on Management Information Systems, Information Systems and Management and Organizational Behavior and Human Resource Management, having authored 107 papers that have together received 5.7k indexed citations. Recurring topics across this work include Technology Adoption and User Behaviour (27 papers), Information Technology Governance and Strategy (26 papers), Big Data and Business Intelligence (21 papers), Business Process Modeling and Analysis (16 papers), Customer Service Quality and Loyalty (14 papers), Digital Marketing and Social Media (12 papers), ERP Systems Implementation and Impact (11 papers) and Knowledge Management and Sharing (10 papers). The work is most often cited by research in Management Information Systems (2.8k citations), Information Systems and Management (1.7k citations) and Organizational Behavior and Human Resource Management (1.2k citations). William J. Kettinger has collaborated with scholars based in United States, South Korea and Austria. Frequent co-authors include Choong C. Lee, James T. C. Teng, Varun Grover, Albert H. Segars, Seung Ryul Jeong, Tao Hu, Robin S. Poston, Gary Hackbarth, Lee Sunro and Varun Grover. Their work appears in journals such as Communications of the ACM, MIS Quarterly and Journal of Operations Management.
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.