Maris Martinsons - Publications - Scholarship

Scholarship

His paper "Comparing the Decision Styles of American, Chinese and Japanese business leaders" from the Academy of Management meeting in 2001 is a seminal study in international business and management. It ranks as one of the 200 most influential publications in the social sciences . The paper has over 1,000 hyperlinked citations and has been downloaded more than 7,000 times by members of the Social Science Research Network.

Another paper, co-authored with Neale O'Connor, applies insights from accounting research to address key issues in the fields of management and information systems. "Management of Information Systems: Insights from Management Accounting Research" also ranks among the all-time top 600 publications in the social sciences with more than 4,000 downloads by members of the Social Science Research Network.

According to Google Scholar, the most cited peer-reviewed journal articles by Maris Martinsons are:

  • Martinsons, M., Davison, R., Tse, D. (1999). The balanced scorecard: A foundation for the strategic management of information systems, Decision Support Systems, 25(1), pp. 71-88. Cited more than 360 times.
  • Martinsons, M.G., Westwood, R.I. (1997). Management information systems in the Chinese business culture: An explanatory theory, Information and Management, 32(5), pp. 215-228. Cited more than 300 times in Chinese and 150 times in English.
  • Davison, R.M., Martinsons, M.G., Kock, N. (2004). Principles of canonical action research, Information Systems Journal, 14(1), pp. 65-86. Cited more than 290 times.
  • Martinsons, M.G., Chong, P.K.C. (1999). The influence of human factors and specialist involvement on information systems success, Human Relations, 52(1), pp. 123-151. Cited more than 120 times.
  • Martinsons, M.G. (1993) Outsourcing information systems: A strategic partnership with risks, Long Range Planning, 26 (3), pp. 18-25. Cited more than 90 times.
  • Martinsons, M.G. (2002). Electronic commerce in China, Information & Management, 39(5), pp. 71-79. Cited more than 80 times in English and 150 times in Chinese.
  • Martinsons, M.G. (2004). ERP in China, Communications of the ACM, 47(7), pp. 65-68. Cited more than 70 times.
  • Burrows, G.R., Drummond, D.L., Martinsons, M.G. (2005). Knowledge management in China, Communications of the ACM, 48(4), pp 44-48. Cited more than 50 times in English and 150 times in Chinese.
  • Martinsons, M.G., Hempel, P.S. (1995). Chinese management systems: historical and cross-cultural perspectives, Journal of Management Systems, 7(1), pp. 1-11. Cited more than 40 times in English and 100 times in Chinese.
  • Martinsons, M.G. (1995). Radical process innovation using information technology: The theory, the practice and the future of reengineering, International Journal of Information Management, 15 (4), pp. 253-269. Cited more than 50 times.
  • Davison, R.M., Martinsons, M.G. (2002). Empowerment or enslavement? A case of organisational change in Hong Kong, Information Technology & People, 15(1), pp. 42-59. Cited more than 45 times.
  • Martinsons, M.G., Davison, R.M. (2007). Strategic decision making and support systems: Contrasting American, Japanese and Chinese Management, Decision Support Systems, 43(1), pp. 284-300. Cited more than 45 times.
  • Martinsons, M.G. (1994). Benchmarking human resource information systems in Canada and Hong Kong, Information & Management, 26 (6), pp. 305-316. Cited more than 45 times.
  • Martinsons, M.G., Martinsons, A.G.B. (1996). Conquering cultural constraints to cultivate Chinese management creativity and innovation, Journal of Management Development 15(9), pp. 18–35. Cited more than 45 times.
  • Martinsons, M.G., Hempel, P.S. (1998). Chinese business process re-engineering, International Journal of Information Management, 18(6), pp. 393-407. Cited more than 40 times in English and 50 times in Chinese.
  • Martinsons, M.G. (2008). Relationship-based e-commerce: Theory and evidence from China, Information Systems Journal, 18(4), pp. 331-356. Cited more than 30 times in English and 50 times in Chinese.
  • Martinsons, M.G., Cheung, C. (2001). The impact of emerging practices on IS specialists: Perceptions, attitudes and role changes in Hong Kong, Information & Management, 38(2), pp. 167-183.
  • Martinsons, M.G., Martinsons, V. (2002). Rethinking the value of IT, again. Communications of the ACM, 45(7), pp. 25-26. Cited more than 30 times.
  • Martinsons, M.G., Tseng, C.S. (1995). Successful joint ventures in the heart of the dragon, Long Range Planning, 28(5), pp. 45-58.
  • Martinsons, M.G., Schindler, F.R. (1995). Organizational visions for technology assimilation: The strategic roads to knowledge-based systems success, IEEE Transactions on Engineering Management, 42 (1), pp. 9-18. Cited more than 25 times.
  • Martinsons, M.G., Valdemars, K. (1992). Post-Soviet reform in Latvia: Early progress and future prospects, Journal of Economic Studies, 19(6), pp. 35-53. Cited more than 25 times.
  • Martinsons M.G., So, S.K.K., Tin C., Wong D. (1997). Hong Kong and China: emerging markets for environmental products and technologies, Long Range Planning, 30(5), pp. 277-290. Cited more than 25 times.
  • Martinsons, M.G. (1997). Human resource management applications of knowledge-based systems, International Journal of Information Management, 17(1), pp. 35-53. Cited more than 25 times.

Read more about this topic:  Maris Martinsons, Publications

Famous quotes containing the word scholarship:

    “Men have a respect for scholarship and learning greatly out of proportion to the use they commonly serve.”
    —Henry David Thoreau (1817–1862)

    “American universities are organized on the principle of the nuclear rather than the extended family. Graduate students are grimly trained to be technicians rather than connoisseurs. The old German style of universal scholarship has gone.”
    —Camille Paglia (b. 1947)

    “Product of a myriad various minds and contending tongues, compact of obscure and minute association, a language has its own abundant and often recondite laws, in the habitual and summary recognition of which scholarship consists.”
    —Walter Pater (1839–1894)