D-Index & Metrics Best Publications

D-Index & Metrics D-index (Discipline H-index) only includes papers and citation values for an examined discipline in contrast to General H-index which accounts for publications across all disciplines.

Discipline name D-index D-index (Discipline H-index) only includes papers and citation values for an examined discipline in contrast to General H-index which accounts for publications across all disciplines. Citations Publications World Ranking National Ranking
Business and Management D-index 41 Citations 6,414 195 World Ranking 933 National Ranking 51
Psychology D-index 41 Citations 6,237 180 World Ranking 5513 National Ranking 289

Overview

What is she best known for?

The fields of study she is best known for:

  • Law
  • Management
  • Social science

Social psychology, Job satisfaction, Management, Perception and Job performance are her primary areas of study. Her study in Social psychology is interdisciplinary in nature, drawing from both Citizenship and Human resource management. Her Job satisfaction research includes elements of Emotional exhaustion, Workload, Mental health, Psychiatry and Social support.

Her Management research integrates issues from Cross-cultural and Engineering ethics. Her research integrates issues of Transactional leadership, Transformational leadership and Personality in her study of Perception. Karin Sanders interconnects Job analysis, Public relations and Occupational stress in the investigation of issues within Job performance.

Her most cited work include:

  • Reducing work–family conflict through different sources of social support (180 citations)
  • Employee stress and health complaints in jobs with and without electronic performance monitoring. (173 citations)
  • The impact of individual and shared employee perceptions of HRM on affective commitment: Considering climate strength (156 citations)

What are the main themes of her work throughout her whole career to date?

The scientist’s investigation covers issues in Social psychology, Knowledge management, Human resource management, Public relations and Perception. Many of her research projects under Social psychology are closely connected to Perspective with Perspective, tying the diverse disciplines of science together. Her biological study spans a wide range of topics, including Transactional leadership, Leadership style and Shared leadership.

Her Knowledge management research is multidisciplinary, incorporating perspectives in Process and Informal learning. Her Human resource management research incorporates elements of Consistency and Content analysis. She combines subjects such as Employee perceptions, Professional development and Human resources with her study of Public relations.

She most often published in these fields:

  • Social psychology (35.12%)
  • Knowledge management (19.01%)
  • Human resource management (14.05%)

What were the highlights of her more recent work (between 2015-2021)?

  • Human resource management (14.05%)
  • Knowledge management (19.01%)
  • Social psychology (35.12%)

In recent papers she was focusing on the following fields of study:

Karin Sanders mostly deals with Human resource management, Knowledge management, Social psychology, Attribution and Management. The various areas that Karin Sanders examines in her Human resource management study include Champion, Public relations, Uncertainty avoidance, Organizational performance and Content analysis. Her Knowledge management research is multidisciplinary, incorporating elements of Informal learning, Creativity, Process and Line management.

Many of her studies involve connections with topics such as Social issues and Social psychology. Her Attribution research includes themes of Cognitive psychology, Perception, Orientation, Hofstede's cultural dimensions theory and Outcome. The study incorporates disciplines such as Learning theory, Affect and China in addition to Management.

Between 2015 and 2021, her most popular works were:

  • The HRM Process Approach: The Influence of Employees’ Attribution to Explain the HRM‐Performance Relationship (65 citations)
  • Conceptualizing HRM system strength through a cross-cultural lens (46 citations)
  • Examining the linkages between relationship conflict, performance and turnover intentions: Role of job burnout as a mediator (34 citations)

In her most recent research, the most cited papers focused on:

  • Law
  • Management
  • Social science

Her primary scientific interests are in Management, Human resource management, Social psychology, Public relations and Employee perceptions. Her research in Management intersects with topics in Learning theory, Affect and China. Her Human resource management study combines topics in areas such as Content analysis, Construct and Applied psychology.

Her Mediation research extends to Social psychology, which is thematically connected. Karin Sanders has researched Public relations in several fields, including Experiential learning, Active learning, Formal learning and Informal learning. In her research, Perception is intimately related to Human resources, which falls under the overarching field of Employee perceptions.

This overview was generated by a machine learning system which analysed the scientist’s body of work. If you have any feedback, you can contact us here.

Best Publications

Reducing work–family conflict through different sources of social support

Geertje van Daalen;Tineke M. Willemsen;Karin Sanders.
(2006)

381 Citations

Employee stress and health complaints in jobs with and without electronic performance monitoring.

M J Smith;P Carayon;K J Sanders;S Y Lim.
(1992)

351 Citations

Stimulating teachers' reflection and feedback asking: An interplay of self-efficacy, learning goal orientation, and transformational leadership

Piety Runhaar;Karin Sanders;Huadong Yang.
(2010)

311 Citations

The impact of individual and shared employee perceptions of HRM on affective commitment: Considering climate strength

Karin Sanders;Luc Dorenbosch;Renee de Reuver.
(2008)

289 Citations

How leader–member exchange, work engagement and HRM consistency explain Chinese luxury hotel employees’ job performance ☆

Xiaobei Li;Karin Sanders;Stephen Frenkel.
(2012)

288 Citations

Strategie HRM as process: how HR system and organizational climate strength influence Chinese employee attitude

Xiaobei Li;Stephen J. Frenkel;Karin Sanders.
(2011)

215 Citations

Stimulating Informal Learning Activities Through Perceptions of Performance Appraisal Quality and Human Resource Management System Strength: A Two-Wave Study

Timothy C. Bednall;Karin Sanders;Piety Runhaar.
(2014)

209 Citations

Teachers' Organizational Citizenship Behaviour: Considering the Roles of Their Work Engagement, Autonomy and Leader-Member Exchange.

Piety Runhaar;Piety Runhaar;Judith Konermann;Judith Konermann;Karin Sanders;Karin Sanders.
(2013)

196 Citations

The Romance of Learning from Disagreement. The Effect of Cohesiveness and Disagreement on Knowledge Sharing Behavior and Individual Performance Within Teams

Marianne van Woerkom;Karin Sanders.
(2010)

185 Citations

Guest editors' introduction: Is the HRM process important? Past, current, and future challenges

Karin Sanders;Helen Shipton;Jorge F. S. Gomes.
(2014)

168 Citations

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