World's Best Scientists 2026 revealed!

D-Index & Metrics

Business and Management

D-Index
52
Citations
8828
World Ranking
888
National Ranking
51

Psychology

D-Index
50
Citations
8283
World Ranking
5494
National Ranking
319

Karin Sanders 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 Karin Sanders 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: 273 publications — 89th percentile

89% of scientists in this discipline score the same or lower.

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

Karin Sanders 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 Karin Sanders 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: 52 D-Index — 72nd percentile

72% of scientists in this discipline score the same or lower.

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

Overview

Karin Sanders is affiliated with the University of New South Wales in Australia. Their research primarily concentrates on topics within Business, Management and Accounting as well as Social Sciences, focusing especially on Organizational Behavior and Human Resource Management. The body of work includes contributions to subfields such as Gender Studies, Strategy and Management, Sociology and Political Science, and Communication.

Their published research covers a wide range of topics including Job Satisfaction and Organizational Behavior, Gender Diversity and Inequality, Employer Branding and e-HRM, Management and Organizational Studies, Employment and Welfare Studies, Public Relations and Crisis Communication, and International Student and Expatriate Challenges.

Among the recent papers authored or co-authored by Sanders are:

  • Unraveling the What and How of Organizational Communication to Employees During COVID-19 Pandemic: Adopting an Attributional Lens (2020) in The Journal of Applied Behavioral Science
  • Signalling theory as a framework for analysing human resource management processes and integrating human resource attribution theories: A conceptual analysis and empirical exploration (2020) in Human Resource Management Journal
  • Structuring for innovative responses to human resource challenges: A skunk works approach (2020) in Human Resource Management Review
  • Strategic human resource management in the era of environmental disruptions (2022) in Human Resource Management
  • Managing Human Resources During a Global Crisis: A Multilevel Perspective (2021) in British Journal of Management

Frequent co-authors of Sanders include Huadong Yang, Phong Thanh Nguyen, Alannah E. Rafferty, Gavin M. Schwarz, and Timothy Colin Bednall, each having collaborated on multiple publications.

Their work has been published extensively in various academic venues. Notable publication venues with multiple contributions are:

  • Academy of Management Proceedings
  • Human Resource Management
  • Human Resource Management Review
  • The International Journal of Human Resource Management
  • Human Resource Management Journal

Best Publications

  • Reducing work–family conflict through different sources of social support

    Geertje van Daalen;Tineke M. Willemsen;Karin Sanders

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

    M J Smith;P Carayon;K J Sanders;S Y Lim

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

    Xiaobei Li;Karin Sanders;Stephen Frenkel

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

    Piety Runhaar;Karin Sanders;Huadong Yang

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

    Karin Sanders;Luc Dorenbosch;Renee de Reuver

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

    Xiaobei Li;Stephen J. Frenkel;Karin Sanders

  • 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

  • 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

  • Innovative behaviour: how much transformational leadership do you need?

    Timothy C. Bednall;Alannah E. Rafferty;Helen Shipton;Karin Sanders

  • 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

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

    Karin Sanders;Helen Shipton;Jorge F. S. Gomes

  • Employee perceptions of HR practices: A critical review and future directions

    Ying Wang;Sunghoon Kim;Alannah Rafferty;Karin Sanders

  • The HRM Process Approach: The Influence of Employees’ Attribution to Explain the HRM‐Performance Relationship

    Karin Sanders;Huadong Yang

  • How to Support Innovative Behaviour?The Role of LMX and Satisfaction with HR Practices

    Karin Sanders;Matthijs Moorkamp;Nicole Torka;Sandra Groeneveld

  • In the eyes of the beholder : personality and the perception of leadership.

    Birgit Schyns;Karin Sanders

  • Examining the linkages between relationship conflict, performance and turnover intentions: Role of job burnout as a mediator

    Razia Shaukat;Amna Yousaf;Karin Sanders

  • Emotional exhaustion and mental health problems among employees doing "people work": The impact of job demands, job resources and family-to-work conflict

    Geertje van Daalen;Tineke M. Willemsen;Karin Sanders;Marc J. P. M. van Veldhoven

  • Organisational citizens or reciprocal relationships? An empirical comparison.

    Ferry Koster;Karin Sanders

  • Transformational leadership and organisational commitment in manufacturing and service small to medium-sized enterprises

    Jos Mesu;Karin Sanders;Maarten van Riemsdijk

  • Conceptualizing HRM system strength through a cross-cultural lens

    Elaine Farndale;Karin Sanders

  • Signalling theory as a framework for analysing human resource management processes and integrating human resource attribution theories: A conceptual analysis and empirical exploration

    David E. Guest;Karin Sanders;Ricardo Rodrigues;Teresa Oliveira

Frequent Co-Authors

Birgit Schyns
Birgit Schyns NEOMA Business School
Johan W. Groothoff
Johan W. Groothoff University Medical Center Groningen
Stephen J. Frenkel
Stephen J. Frenkel University of New South Wales
David Guest
David Guest King's College London
Anders Dysvik
Anders Dysvik BI Norwegian Business School
Elaine Farndale
Elaine Farndale Pennsylvania State University
Chris J. Jackson
Chris J. Jackson University of New South Wales
Andreas Flache
Andreas Flache University of Groningen
Evert Van de Vliert
Evert Van de Vliert University of Groningen
Helen De Cieri
Helen De Cieri Monash University

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