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• 2007Does top management team diversity promote or hamper foreign expansion?382 cited
• 1999Inherent Limitations of Demographic Proxies in Top Management Team Heterogeneity Research371 cited
• 2009How top management team behavioral integration and behavioral complexity enable organizational ambidexterity: The moderating role of contextual ambidexterity358 cited
• 2001DOING RESEARCH THAT IS USEFUL TO PRACTICE A MODEL AND EMPIRICAL EXPLORATION.355 cited
• 2015Social, Behavioral, and Cognitive Influences on Upper Echelons During Strategy Process354 cited
• 2002A Simulation-Based Approach to Understanding the Dynamics of Innovation Implementation338 cited
• 1997From inductive to iterative grounded theory: Zipping the gap between process theory and process data329 cited
• 2002To stay or to go: voluntary survivor turnover following an organizational downsizing308 cited
• 2012Keep searching and you'll find: what do we know about variety creation through firms' search activities for innovation?308 cited
• 2007Influence of personal mastery on organizational performance through organizational learning and innovation in large firms and SMEs295 cited
• 1999Giving Up Control without Losing Control294 cited
• 2008Organisational Crisis-Preparedness: The Importance of Learning from Failures288 cited
• 2002A Multifacet Model of Organizational Learning