Paul J. H. Schoemaker | Academic Influence

Paul J. H. Schoemaker's AcademicInfluence.com Rankings

Paul J. H. Schoemaker

Business

#212

World Rank

#233

Historical Rank

Risk Management

#14

World Rank

#14

Historical Rank

Management

#86

World Rank

#94

Historical Rank

Accounting

#90

World Rank

#105

Historical Rank

business Degrees

Paul J. H. Schoemaker

Communications

#4328

World Rank

#6054

Historical Rank

communications Degrees

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Business
Communications

Paul J. H. Schoemaker's Degrees

PhD Decision Sciences University of Pennsylvania
Masters Business Administration University of Pennsylvania
Masters Economics University of Pennsylvania
Bachelors Economics University of Amsterdam

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Why Is Paul J. H. Schoemaker Influential?

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According to Wikipedia, Paul J. H. Schoemaker is an academic, author, and an expert in the fields of strategic management and decision making. He is listed among the most highly cited scholars globally as measured by academic publications in leading journals of business and economics.

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Paul J. H. Schoemaker's Published Works

Number of citations in a given year to any of this author's works

Total number of citations to an author for the works they published in a given year. This highlights publication of the most important work(s) by the author

Published Works

Strategic assets and organizational rent (1993) (8357)
Scenario Planning: A Tool for Strategic Thinking (1995) (1613)
The Expected Utility Model: Its Variants, Purposes, Evidence and Limitations (1982) (1473)
MULTIPLE SCENARIO DEVELOPMENT: ITS CONCEPTUAL AND BEHAVIORAL FOUNDATION (1993) (845)
Probability Versus Certainty Equivalence Methods in Utility Measurement: Are they Equivalent? (1985) (428)
An Experimental Comparison of Different Approaches to Determining Weights in Additive Utility Models (1982) (414)
Strategy, Complexity, and Economic Rent (1990) (360)
When and how to use scenario planning: A heuristic approach with illustration (1991) (355)
Decision traps : ten barriers to brilliant decision-making and how to overcome them (1989) (317)
Risk Taking and Problem Context in the Domain of Losses: An Expected Utility Analysis (1980) (271)
Innovation, Dynamic Capabilities, and Leadership (2018) (266)
Scanning the periphery. (2005) (238)
Decision Making: SOURCES OF BIAS IN ASSESSMENT PROCEDURES FOR UTILITY FUNCTIONS (1982) (234)
Avoiding the Pitfalls of Emerging Technologies (2000) (230)
Are Risk-Attitudes Related Across Domains and Response Modes? (1990) (224)
Wharton on Managing Emerging Technologies (2000) (216)
Prospect theory's reflection hypothesis: A critical examination (1980) (212)
Sources of Bias in Assessment Procedures for Utility Functions (1982) (193)
Integrating scenarios into strategic planning at Royal Dutch/Shell (1992) (175)
An Experimental Study of Insurance Decisons (1979) (174)
Peripheral Vision: Detecting the Weak Signals That Will Make or Break Your Company (2006) (162)
Driving Through the Fog: Managing at the Edge (2004) (158)
Experiments on Decisions under Risk: The Expected Utility Hypothesis (1980) (147)
A Pyramid of Decision Approaches (1993) (144)
Determinants of risk-taking: Behavioral and economic views (1993) (142)
Integrating organizational networks, weak signals, strategic radars and scenario planning (2013) (136)
The Future Challenges of Business: Rethinking Management Education (2008) (136)
STRATEGIC DECISIONS IN ORGANIZATIONS: RATIONAL AND BEHAVIOURAL VIEWS (1993) (134)
Strategic leadership: the essential skills. (2013) (110)
Profiting from uncertainty : strategies for succeeding no matter what the future brings (2002) (107)
Adapting to Fast-Changing Markets and Technologies (2016) (102)
Thinking about the future: A cognitive perspective (1993) (98)
Winning Decisions: Getting It Right the First Time (2001) (97)
Peripheral Vision: Sensing and Acting on Weak Signals (2004) (90)
Forecasting and Scenario Planning: The Challenges of Uncertainty and Complexity (2008) (87)
The quest for optimality: A positive heuristic of science? (1991) (72)
Disciplined Imagination: From Scenarios to Strategic Options (1997) (67)
Utility measurement: Signal, noise, and bias (1992) (63)
Are you a 'vigilant leader'? (2009) (48)
Taboo Scenarios: How to Think about the Unthinkable (2012) (43)
Preferences for information on probabilities versus prizes: The role of risk-taking attitudes (1989) (42)
Choices involving uncertain probabilities: Tests of generalized utility models (1991) (39)
The role of statistical knowledge in gambling decisions: Moment vs risk dimension approaches (1979) (30)
The Quest for optimality (1984) (28)
The wisdom of deliberate mistakes. (2006) (22)
Risk Taking and Problem Context in the Domain of Losses (1980) (20)
How historical analysis can enrich scenario planning (2020) (19)
Estimating Environmental Liability: Quantifying the Unknown (1995) (18)
Leading the vigilant organization (2006) (17)
Decision Sciences: Frontmatter (1993) (17)
Attention and foresight in organizations (2018) (17)
Integrating scenarios into strategic planning at royal dutch/shell: Planning Review, 20 (3), 41–46 (May/June 1992) (1993) (16)
Behavioral Issues in Multiattribute Utility Modeling and Decision Analysis (1981) (13)
Decision A nalysis for Complex Systems (1981) (13)
See Sooner, Act Faster: How Vigilant Leaders Thrive in an Era of Digital Turbulence (2019) (12)
Overcoming barriers to integrating strategy and leadership (2015) (12)
Why we miss the signs (2009) (11)
The power of asking pivotal questions (2015) (10)
See Sooner, Act Faster (2019) (10)
Strategic planning at Royal Dutch/Shell (1993) (10)
Technological Innovation and Firm Inertia (1996) (9)
Determinants of organizational vigilance: Leadership, foresight, and adaptation in three sectors (2020) (8)
Subjective expected utility theory revisited: A reductio ad absurdum paradox (1992) (8)
Self-Inflicted Industry Wounds: Early Warning Signals and Pelican Gambits (2013) (8)
Maximizing Your Chance of Winning: The Long and Short of It Revisited (1996) (8)
Blink: the power of thinking without thinking, Malcolm Gladwell. New York: Little, Brown. 2005. ISBN: 0–316–17232–4 (2005) (5)
The Elusive Search for Integration (2001) (5)
Converting strategic ambiguity to competitive advantage: How Philips Lighting solved the challenge of LED technology disruption (2020) (3)
A probabilistic dominance measure for binary choices: analytic aspects of a multi-attribute random weights model (1988) (3)
Uncertainty, Navigating of: From Scenarios to Flexible Options (2015) (3)
Chips, Clones, and Living Beyond 100: How Far Will the Biosciences Take Us? (2009) (3)
Decision Sciences: Sources (1993) (3)
Preparing Organizations for Greater Turbulence (2021) (3)
The strategy of optimality revisited (1991) (3)
Winning the Long Game (2014) (3)
Strategic Actions in the Face of Uncertainty (2018) (3)
Huygens versus Fermat: No clear winner (2003) (2)
Valuation and choice (1993) (2)
On the Fidelity of Multiattribute Preference Representations: Some Analytical Considerations (1981) (2)
Sources of Indeterminacy in von Neumann-Morgenstern Utility Functions (1981) (2)
Strategic Approaches to Managing Uncertainty (2015) (2)
Group decision making (1993) (2)
Scenarios and strategy (2013) (1)
How to prepare for ten process and content challenges of scenario planning (2022) (1)
Brilliant Mistakes (2011) (1)
Chapter 9. Managing Systemic Industry Risk: The Need for Collective Leadership (2019) (1)
Venture Capital, Emerging Technology Firms and Value Added beyond Financing Version 0.3 (2006) (1)
Decision Sciences: The scope of decision sciences (1993) (1)
Polysaccharide accumulation in the cell division defective mutant, Escherichia coli 15T-R1. (1980) (1)
Decision Sciences: Problem finding and alternative generation (1993) (1)
Prediction and inference (1993) (1)
Theory development in foresight research: Commentary on Fergnani and Chermack 2021 (2021) (1)
Implications of Decision Psychology for Classical Notions of Rationality (2009) (0)
Multi-attribute value functions: the case of certainty (1993) (0)
CE-PE Bias and Probability Level: An Anchoring Model of their Interaction (1994) (0)
Formal models of group decision making (1993) (0)
Summary and directions for the future (1993) (0)
Decision Sciences: Organizational decision making (1993) (0)
Evaluating prescriptive approaches (1993) (0)
PART III. NEW TOOLS FOR DEFENSE DECISIONMAKING (2003) (0)
Thematic reflections on 18 expert commentaries (2020) (0)
Decision Sciences: Expected utility theory with examples (1993) (0)
The Impact of Truth-revealing Incentives the Impact of Truth-revealing Incentives the Impact of Truth-revealing Incentives (2002) (0)
General Motors: a failure of corporate philosophy (2018) (0)
From Shell engineer to social architect and thought leader: A commentary on Rowland and Spaniol (2021) (2021) (0)
Expected Utility Theory (1980) (0)
A Positivistic Test of EU Theory (1980) (0)
Exploring scenario planning through controlled experimentation: Commentary on Derbyshire et al. (2022) (2023) (0)
Alternative Descriptive Models (1980) (0)
Macro worlds and micro predictions: A commentary on Lustick and Tetlock 2021 (2021) (0)
Navigating Digital Turbulence (2021) (0)
Statistical Knowledge and Gambling Decisions (1980) (0)
The impact of Covid-19 on organizations (2020) (0)
Multi-attribute expected utility theory (1993) (0)

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