Turner College professor of management Johnny Ho recently surpassed 2,000 career Google Scholar citations. Additionally, Google Scholar reports that his i10-index is equal to 32, meaning that Ho has published 32 studies that have each garnered at least 10 citations. Google Scholar also reports an additional metric. This is a scholar’s h-index, which is the largest number, h, of a scholar’s publications that have each garnered at least h citations. Ho’s h-index is 22, meaning that his 22 most-cited studies have each generated at least 22 citations. Lastly, another Google Scholar metric is a scholar's g-index, which is the largest number, g, of a scholar's publications that have produced at least g2 citations. Ho's g-index is 44, meaning that his 44 most-cited studies have collectively generated at least 1,936 citations. Ho's top-cited publication is a 1991 study on flow-shop scheduling that appears in the European Journal of Operational Research. His second-most cited publication is a 2009 study on green supply chain management that appears in Coastal Business Review. The first of these studies was co-authored with Yih-Long Chang of the Georgia Institute of Technology, while the second was written with the late Maurice Shalishali of the Turner College, Bill Tseng of the University of Texas – El Paso, and David Ang of Auburn University – Montgomery. Ho earned a bachelor’s degree in business administration from the University of Washington, an MBA from SUNY – Buffalo and a PhD in management from the Georgia Institute of Technology.
Former Turner College student Tamara Todorova , now an associate professor of economics at American University in Bulgaria (AUB), recently published a study on corporate culture and strategy. Todorova earned an MBA from the Turner College in 1996 and then went on to earn a doctorate in international economics from the University of Economics - Varna in 2001. She has been on the faculty at AUB since August of 2000. Todorova's study, which appears in the current issue of the International Journal of Business Performance Management , investigates how corporate culture helps to economize on the transaction costs of internal organization. As she explains, the dimensions of corporate culture that assist in this task include increasing trust and reducing intrafirm opportunism. Todorova's study demonstrates that setting common goals and a common direction reduces the sizeable costs of internal organization. Tamara's prior research appears in Economics of Transition , International
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