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Face-to-Face: Making Network Organizations Work
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  • 2000Teleworking: benefits and pitfalls as perceived by professionals and managers579 cited
  • 1996Spatial Clustering, Local Accumulation of Knowledge and Firm Competitiveness414 cited
  • 2000Organizing work to support relational co-ordination328 cited
  • 2000Facilitating Interorganizational Learning with Information Technology310 cited
  • 2004Globalization and the coordinating of work in multinational audits264 cited
  • 2002Measuring the Quality of Regional Innovation Systems: A Knowledge Production Function Approach260 cited
  • 1999Telecommuting: Justice and Control in the Virtual Organization259 cited
  • 2000Communication Flows in International Product Innovation Teams250 cited
  • 2000Internationalization, Tacit Knowledge and the Top Management Teams of MNCs239 cited
  • 2003Interpersonal trust in cross-functional, geographically distributed work: A longitudinal study228 cited
  • 1995Hardwiring Weak Ties: Interorganizational Computer-Mediated Communication, Occupational Communities, and Organizational Change226 cited
  • 2007Virtual team meetings: An analysis of communication and context197 cited
  • 2005Speaking in Tongues : The Importance of Language in International Management Processes192 cited
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Are All Distributed Teams the Same? Differentiating Between Temporary and Ongoing Distributed Teams
190 cited
  • 2006Structures that work158 cited
  • 2009Agglomeration Economies and Firm Performance: The Case of Industry Clusters157 cited