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Research Article
Fostering Team Innovation: Why Is It Important to Combine Opposing Action Strategies?
Pages:593–608
Published Online:December 4, 2009
Structure and Learning in Self-Managed Teams: Why “Bureaucratic” Teams Can Be Better Learners
Pages:609–624
Published Online:December 4, 2009
Balancing Exploration and Exploitation Through Structural Design: The Isolation of Subgroups and Organizational Learning
Pages:625–642
Published Online:October 7, 2009
Unlocking Knowledge Transfer Potential: Knowledge Demonstrability and Superordinate Social Identity
Pages:643–660
Published Online:September 25, 2009
How Much to Copy? Determinants of Effective Imitation Breadth
Pages:661–676
Published Online:October 7, 2009
Social Capital for Hire? Mobility of Technical Professionals and Firm Influence in Wireless Standards Committees
Pages:677–695
Published Online:September 28, 2009
Business Group Affiliation and Firm Search Behavior in India: Responsiveness and Focus of Attention
Pages:696–712
Published Online:October 7, 2009
Minding the Gaps: Understanding Technology Interdependence and Coordination in Knowledge Work
Pages:713–730
Published Online:September 25, 2009
The Interactive Effects of Mood and Trait Negative Affect in Group Decision Making
Pages:731–744
Published Online:September 25, 2009
Establishing the Value of Flexibility Created by Training: Applying Real Options Methodology to a Single HR Practice
Pages:765–780
Published Online:October 7, 2009
Perspective
Perspective—Open to Negotiation: Phenomenological Assumptions and Knowledge Dissemination
Pages:781–797
Published Online:December 30, 2009
