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Cited by

• 2003Exploring interorganizational conflict in complex projects159 cited
• 2003Knowledge, internationalization of the firm, and inward–outward connections157 cited
• 2016An exploration of the ‘dark side’ associations of conflict, power and dependence in customer–supplier relationships132 cited
• 2005Building relationships for technological innovation124 cited
• 2005Business mating: Who chooses and who gets chosen?116 cited
• 2003Improving project collaboration: start with the conflicts104 cited
• 1994The Markets-As-Networks Tradition in Sweden100 cited
• 2005Managing information flow in construction supply chains95 cited
• 1996Supply network strategies the case of health supplies91 cited
• 2002Markets-as-networks: notes on a unique understanding82 cited
• 2011Network evolution and the embedding of complex technical solutions: The case of the Leaf House network77 cited
• 2014The supplier's side of outsourcing: Taking over activities and blurring organizational boundaries70 cited
• 2009Towards a common understanding of the differences between purchasing, procurement and commissioning in the UK public sector69 cited
• 2005A tentative framework for analyzing integration in collaborative manufacturing network settings: a case study