World's Best Scientists 2026 revealed!

D-Index & Metrics

Business and Management

D-Index
44
Citations
18657
World Ranking
1311
National Ranking
553

Craig L. Pearce publication distribution in Business and Management in 2026

The chart shows the distribution of publications by all Research.com ranked scientists in the field of Business and Management in 2026. The highlighted bar marks where Craig L. Pearce sits on this spectrum.

35–39 publications: 2 scientists 40–44 publications: 2 scientists 45–49 publications: 5 scientists 50–54 publications: 20 scientists 55–59 publications: 39 scientists 60–64 publications: 66 scientists 65–69 publications: 52 scientists 70–74 publications: 80 scientists 75–79 publications: 83 scientists 80–84 publications: 116 scientists 85–89 publications: 94 scientists 90–94 publications: 111 scientists 95–99 publications: 122 scientists 100–104 publications: 104 scientists 105–109 publications: 113 scientists 110–114 publications: 96 scientists 115–119 publications: 97 scientists 120–124 publications: 112 scientists 125–129 publications: 93 scientists 130–134 publications: 79 scientists 135–139 publications: 69 scientists 140–144 publications: 80 scientists 145–149 publications: 81 scientists 150–154 publications: 85 scientists 155–159 publications: 50 scientists 160–164 publications: 74 scientists 165–169 publications: 61 scientists 170–174 publications: 40 scientists 175–179 publications: 44 scientists 180–184 publications: 47 scientists 185–189 publications: 59 scientists 190–194 publications: 35 scientists 195–199 publications: 37 scientists 200–204 publications: 49 scientists 205–209 publications: 48 scientists 210–214 publications: 34 scientists 215–219 publications: 31 scientists 220–224 publications: 37 scientists 225–229 publications: 34 scientists 230–234 publications: 25 scientists 235–239 publications: 28 scientists 240–244 publications: 34 scientists 245–249 publications: 28 scientists 250–254 publications: 23 scientists 255–259 publications: 22 scientists 260–264 publications: 11 scientists 265–269 publications: 16 scientists 270–274 publications: 23 scientists 275–279 publications: 12 scientists 280–284 publications: 16 scientists 285–289 publications: 10 scientists 290–294 publications: 12 scientists 295–299 publications: 12 scientists 300–304 publications: 8 scientists 305–309 publications: 13 scientists 310–314 publications: 13 scientists 315–319 publications: 6 scientists 320–324 publications: 10 scientists 325–329 publications: 9 scientists 330–334 publications: 7 scientists 335–339 publications: 10 scientists 340–344 publications: 10 scientists 345–349 publications: 7 scientists 350–354 publications: 4 scientists 355–359 publications: 10 scientists 360–364 publications: 3 scientists 365–369 publications: 7 scientists 370–374 publications: 2 scientists 375–379 publications: 8 scientists 380–384 publications: 4 scientists 385–389 publications: 5 scientists 390–394 publications: 5 scientists 395–399 publications: 2 scientists 400–404 publications: 2 scientists 405–409 publications: 4 scientists 410–414 publications: 3 scientists 415–419 publications: 2 scientists 420–424 publications: 5 scientists 425–429 publications: 3 scientists 430–434 publications: 1 scientists 435 publications: 1 scientists 436+ publications: 100 scientists
35 publications 436+

This scientist: 112 publications — 35th percentile

35% of scientists in this discipline score the same or lower.

The last bar groups every scientist with 436 publications or more.

Craig L. Pearce D-index placement in Business and Management in 2026

The chart shows the D-index (discipline H-index) distribution of Business and Management scientists ranked by Research.com in 2026. The highlighted bar marks where Craig L. Pearce sits on this spectrum.

30 D-Index: 156 scientists 31 D-Index: 159 scientists 32 D-Index: 171 scientists 33 D-Index: 161 scientists 34 D-Index: 135 scientists 35 D-Index: 124 scientists 36 D-Index: 114 scientists 37 D-Index: 111 scientists 38 D-Index: 103 scientists 39 D-Index: 89 scientists 40 D-Index: 81 scientists 41 D-Index: 97 scientists 42 D-Index: 80 scientists 43 D-Index: 69 scientists 44 D-Index: 68 scientists 45 D-Index: 63 scientists 46 D-Index: 54 scientists 47 D-Index: 69 scientists 48 D-Index: 50 scientists 49 D-Index: 58 scientists 50 D-Index: 54 scientists 51 D-Index: 62 scientists 52 D-Index: 54 scientists 53 D-Index: 43 scientists 54 D-Index: 49 scientists 55 D-Index: 35 scientists 56 D-Index: 40 scientists 57 D-Index: 44 scientists 58 D-Index: 34 scientists 59 D-Index: 29 scientists 60 D-Index: 48 scientists 61 D-Index: 32 scientists 62 D-Index: 30 scientists 63 D-Index: 22 scientists 64 D-Index: 22 scientists 65 D-Index: 19 scientists 66 D-Index: 20 scientists 67 D-Index: 18 scientists 68 D-Index: 17 scientists 69 D-Index: 21 scientists 70 D-Index: 20 scientists 71 D-Index: 19 scientists 72 D-Index: 14 scientists 73 D-Index: 10 scientists 74 D-Index: 16 scientists 75 D-Index: 24 scientists 76 D-Index: 13 scientists 77 D-Index: 19 scientists 78 D-Index: 8 scientists 79 D-Index: 6 scientists 80 D-Index: 4 scientists 81 D-Index: 12 scientists 82 D-Index: 7 scientists 83 D-Index: 7 scientists 84 D-Index: 6 scientists 85 D-Index: 10 scientists 86 D-Index: 4 scientists 87 D-Index: 11 scientists 88 D-Index: 6 scientists 89+ D-Index: 96 scientists
30 D-Index 89+

This scientist: 44 D-Index — 57th percentile

57% of scientists in this discipline score the same or lower.

The last bar groups every scientist with 89 D-Index or more.

Overview

Craig L. Pearce is affiliated with Pennsylvania State University in the United States. Their academic work primarily focuses on Business, Management and Accounting, with a particular emphasis on Organizational Behavior and Human Resource Management. Other notable subfields in their research include Social Psychology, Communication, Management of Technology and Innovation, and Gender Studies.

Pearce's research covers a variety of key topics including:

  • Job Satisfaction and Organizational Behavior
  • Team Dynamics and Performance
  • Family Business Performance and Succession
  • Knowledge Management and Sharing
  • Organizational Learning and Leadership
  • Behavioral Health and Interventions
  • Creativity in Education and Neuroscience

Their recent papers reflect these areas of interest. Selected works include:

  • "Leading from the inside out: a meta-analysis of how, when, and why self-leadership affects individual outcomes," 2021, European Journal of Work and Organizational Psychology
  • "The Trouble with Teams... and Team Leadership: Toward a Research Agenda on the Paradoxical Nature and Reciprocal Dynamics of Vertical and Shared Leadership," 2023, Academy of Management collections.
  • "Moderated paradoxical leadership: Resolving the innovation team leadership conundrum," 2023, Journal of Product Innovation Management
  • "Shared leadership - vertical leadership dynamics in teams," 2024, Organizational Psychology Review
  • "Social Innovation Is a Team Sport: Combining Top-Down and Shared Leadership for Social Innovation," 2023, Business & Society

Frequent co-authors in Pearce's work include:

  • Christina L. Wassenaar
  • Daan van Knippenberg
  • Charles C. Manz
  • Nataly Lorinkova
  • Tom C. Hogan

Their publications often appear in venues such as:

  • SSRN Electronic Journal
  • European Journal of Work and Organizational Psychology
  • Academy of Management collections.
  • Journal of Product Innovation Management
  • Organizational Psychology Review

Craig L. Pearce also has contributions to academic publishing in the form of books, notably with Cambridge University Press. One upcoming title is Shared Leadership 2.0, scheduled for 2025.

Best Publications

  • Shared Leadership: Reframing the Hows and Whys of Leadership

    Craig L. Pearce;Jay Alden Conger;Jay Alden Conger

  • Vertical versus shared leadership as predictors of the effectiveness of change management teams: An examination of aversive, directive, transactional, transformational, and empowering leader behaviors.

    Craig L. Pearce;Henry P. Sims

  • Top management team diversity, group process, and strategic consensus

    Don Knight;Craig L. Pearce;Ken G. Smith;Judy D. Olian

  • The importance of vertical and shared leadership within new venture top management teams: Implications for the performance of startups ☆

    Michael D. Ensley;Keith M. Hmieleski;Craig L. Pearce

  • The future of leadership: combining vertical and shared leadership to transform knowledge work

    Craig L. Pearce

  • The future of leadership: Combining vertical and shared leadership to transform knowledge work

    Craig L. Pearce

  • The New Silver Bullets of Leadership:: The Importance of Self- and Shared Leadership in Knowledge Work

    Craig L. Pearce;Charles C. Manz

  • The moderating effect of environmental dynamism on the relationship between entrepreneur leadership behavior and new venture performance

    Michael D. Ensley;Craig L. Pearce;Keith M. Hmieleski

  • The importance of self‐ and shared leadership in team based knowledge work: A meso‐level model of leadership dynamics

    Michelle C. Bligh;Craig L. Pearce;Jeffrey C. Kohles

  • A reciprocal and longitudinal investigation of the innovation process: the central role of shared vision in product and process innovation teams (PPITs)

    Craig L. Pearce;Michael D. Ensley

  • Transactors, Transformers and Beyond. A Multi-Method Development of a Theoretical Typology of Leadership.

    Craig L. Pearce;Henry P. Sims;Jonathan F. Cox;Gail Ball

  • Shared cognition in top management teams: implications for new venture performance

    Michael D. Ensley;Craig L. Pearce

  • Empowering leadership: An examination of mediating mechanisms within a hierarchical structure

    Robert P. Vecchio;Joseph E. Justin;Craig L. Pearce

  • All those years ago : The historical underpinnings of shared leadership

    Craig L. Pearce;Jay A. Conger;Jay A. Conger

  • Top management team process, shared leadership, and new venture performance: A theoretical model and research agenda

    Michael D. Ensley;Allison Pearson;Craig L. Pearce

  • Shared Leadership: Toward a Multi-Level Theory of Leadership

    Craig L. Pearce;Henry P. Sims

  • Toward a model of shared leadership and distributed influence in the innovation process: How shared leadership can enhance new product development team dynamics and effectiveness

    Jonathan F. Cox;Craig L. Pearce;Monica L. Perry

  • Empowered Selling Teams: How Shared Leadership Can Contribute to Selling Team Outcomes

    Monica L. Perry;Craig L. Pearce;Henry P. Sims

  • Citizenship behavior at the team level of analysis: The effects of team leadership, team commitment, perceived team support, and team size

    Craig L. Pearce;Pamela A. Herbik

  • Shared leadership theory

    Craig L. Pearce;Jay A. Conger;Edwin A. Locke

  • Is the most effective team leadership shared? The impact of shared leadership, age diversity, and coordination on team performance.

    Julia Elisabeth Hoch;Craig L. Pearce;Linda Welzel

Frequent Co-Authors

Charles C. Manz
Charles C. Manz University of Massachusetts Amherst
Henry P. Sims
Henry P. Sims University of Maryland, College Park
Jay A. Conger
Jay A. Conger Claremont McKenna College
Robert P. Vecchio
Robert P. Vecchio University of Notre Dame
Günter K. Stahl
Günter K. Stahl Vienna University of Economics and Business
Edwin A. Locke
Edwin A. Locke University of Maryland, College Park
Christopher P. Neck
Christopher P. Neck Arizona State University
Robert A. Giacalone
Robert A. Giacalone Texas State University
David A. Waldman
David A. Waldman Arizona State University
Ken G. Smith
Ken G. Smith University of Maryland, College Park

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