Ray Reagans
Ray Reagans
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Network structure and knowledge transfer: The effects of cohesion and range
R Reagans, B McEvily
Administrative science quarterly 48 (2), 240-267, 2003
Managing knowledge in organizations: An integrative framework and review of emerging themes
L Argote, B McEvily, R Reagans
Management science 49 (4), 571-582, 2003
Networks, diversity, and productivity: The social capital of corporate R&D teams
R Reagans, EW Zuckerman
Organization science 12 (4), 502-517, 2001
Individual experience and experience working together: Predicting learning rates from knowing who knows what and knowing how to work together
R Reagans, L Argote, D Brooks
Management science 51 (6), 869-881, 2005
How to make the team: Social networks vs. demography as criteria for designing effective teams
R Reagans, E Zuckerman, B McEvily
Administrative science quarterly 49 (1), 101-133, 2004
Helping one's way to the top: self-monitors achieve status by helping others and knowing who helps whom.
FJ Flynn, RE Reagans, ET Amanatullah, DR Ames
Journal of personality and social psychology 91 (6), 1123, 2006
Bridging the knowledge gap: The influence of strong ties, network cohesion, and network range on the transfer of knowledge between organizational units
M Tortoriello, R Reagans, B McEvily
Organization science 23 (4), 1024-1039, 2012
Power, status, and learning in organizations
JS Bunderson, RE Reagans
Organization Science 22 (5), 1182-1194, 2011
Introduction to the special issue on managing knowledge in organizations: Creating, retaining, and transferring knowledge
L Argote, B McEvily, R Reagans
Management science 49 (4), v-viii, 2003
Close encounters: Analyzing how social similarity and propinquity contribute to strong network connections
R Reagans
Organization Science 22 (4), 835-849, 2011
Preferences, identity, and competition: Predicting tie strength from demographic data
R Reagans
Management Science 51 (9), 1374-1383, 2005
Why knowledge does not equal power: the network redundancy trade-off
RE Reagans, EW Zuckerman
Industrial and Corporate Change 17 (5), 903-944, 2008
Beyond one-size-fits-all: Tailoring diversity approaches to the representation of social groups.
EP Apfelbaum, NM Stephens, RE Reagans
Journal of personality and social psychology 111 (4), 547, 2016
Do you two know each other? Transitivity, homophily, and the need for (network) closure.
FJ Flynn, RE Reagans, L Guillory
Journal of personality and social psychology 99 (5), 855, 2010
Knowledge utilization, coordination, and team performance
R Reagans, E Miron-Spektor, L Argote
Organization Science 27 (5), 1108-1124, 2016
Critical exposure and price-quality relationships for new world wines in the US market
PW Roberts, R Reagans
Journal of Wine Economics 2 (1), 84-97, 2007
Contradictory or compatible? Reconsidering the “trade-off” between brokerage and closure on knowledge sharing
R Reagans, B McEvily
Network strategy, 275-313, 2008
Forgotten third parties: Analyzing the contingent association between unshared third parties, knowledge overlap, and knowledge transfer relationships with outsiders
R Reagans, PV Singh, R Krishnan
Organization Science 26 (5), 1400-1414, 2015
Network structure and knowledge transfer: The transfer problem revisited
R Reagans, B McEvily
Administrative Science Quarterly 48 (2), 240-267, 2003
Network brokerage and the perception of leadership
RS Burt, RE Reagans, HC Volvovsky
Social Networks 65, 33-50, 2021
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