| The knowledge management toolkit: Orchestrating IT, Strategy, and Knowledge Platforms A Tiwana Prentice Hall, 1999 | 3496* | 1999 |
| Platform evolution: Coevolution of platform architecture, governance, and environmental dynamics A Tiwana, B Konsynski, AA Bush Information systems research 21 (4), 675-687, 2010 | 2476 | 2010 |
| Platform ecosystems: Aligning architecture, governance, and strategy A Tiwana Morgan Kaufmann, 2013 | 1515 | 2013 |
| Do bridging ties complement strong ties? An empirical examination of alliance ambidexterity A Tiwana Strategic management journal 29 (3), 251-272, 2008 | 977 | 2008 |
| Knowledge integration in virtual teams M Alavi, A Tiwana Journal of the American Society for Information Science and Technology 53 …, 2002 | 921 | 2002 |
| Expertise integration and creativity in information systems development A Tiwana, ER McLean Journal of management information systems 22 (1), 13-43, 2005 | 796 | 2005 |
| Evolutionary competition in platform ecosystems A Tiwana Information Systems Research 26 (2), 266-281, 2015 | 623 | 2015 |
| Knowledge Management: E-Business and CRM Applications A Tiwana Prentice Hall PTR, 2000 | 615 | 2000 |
| Complementarities between organizational IT architecture and governance structure A Tiwana, B Konsynski Information systems research 21 (2), 288-304, 2010 | 500 | 2010 |
| Przewodnik po zarządzaniu wiedzą (Polish translation) A Tiwana, G Dąbkowski Placet, 2003 | 500* | 2003 |
| Supporting collaborative process knowledge management in new product development teams B Ramesh, A Tiwana Decision support systems 27 (1-2), 213-235, 1999 | 382 | 1999 |
| Reconciling user and project manager perceptions of IT project risk: a Delphi study1 M Keil, A Tiwana, A Bush Information systems journal 12 (2), 103-119, 2002 | 374 | 2002 |
| Systems development ambidexterity: Explaining the complementary and substitutive roles of formal and informal controls A Tiwana Journal of management information systems 27 (2), 87-126, 2010 | 353 | 2010 |
| Does peripheral knowledge complement control? An empirical test in technology outsourcing alliances A Tiwana, M Keil Strategic Management Journal 28 (6), 623-634, 2007 | 334 | 2007 |
| Options thinking in IT project management RG Fichman, M Keil, A Tiwana California Management Review 47 (2), 74-96, 2005 | 314 | 2005 |
| Does technological modularity substitute for control? A study of alliance performance in software outsourcing A Tiwana Strategic Management Journal 29 (7), 769-780, 2008 | 305 | 2008 |
| Control in internal and outsourced software projects A Tiwana, M Keil Journal of Management Information Systems 26 (3), 9-44, 2009 | 300 | 2009 |
| A comparison of transaction cost, agency, and knowledge-based predictors of IT outsourcing decisions: A US-Japan cross-cultural field study A Tiwana, AA Bush Journal of Management Information Systems 24 (1), 259-300, 2007 | 272 | 2007 |
| The one-minute risk assessment tool A Tiwana, M Keil Communications of the ACM 47 (11), 73-77, 2004 | 266 | 2004 |
| Knowledge management: The information technology dimension M Alavi, A Tiwana The Blackwell handbook of organizational learning and knowledge management …, 2003 | 257 | 2003 |
Mark KeilRegents’ Professor Emeritus of the University System of Georgia, Georgia State UniversityVerified email at gsu.edu
