| The knowledge management toolkit: Orchestrating IT, Strategy, and Knowledge Platforms first edition A Tiwana Prentice Hall, 1999 | 2501* | 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 | 2177 | 2010 |
| Platform ecosystems: Aligning architecture, governance, and strategy A Tiwana Morgan Kaufmann, 2013 | 1322 | 2013 |
| The knowledge management toolkit A Tiwana Prentice hall, 2000 | 926* | 2000 |
| Do bridging ties complement strong ties? An empirical examination of alliance ambidexterity A Tiwana Strategic management journal 29 (3), 251-272, 2008 | 920 | 2008 |
| Knowledge integration in virtual teams: The potential role of KMS M Alavi, A Tiwana Journal of the American Society for Information Science and Technology 53 …, 2002 | 882 | 2002 |
| Expertise integration and creativity in information systems development A Tiwana, ER McLean Journal of management information systems 22 (1), 13-43, 2005 | 761 | 2005 |
| The Essential Guide to Knowledge Management:: E-Business and Crm Applications A Tiwana Prentice Hall PTR, 2000 | 588 | 2000 |
| Knowledge Management: E-Business and CRM Applications A Tiwana Prentice Hall PTR, 2000 | 588 | 2000 |
| Evolutionary competition in platform ecosystems A Tiwana Information Systems Research 26 (2), 266-281, 2015 | 532 | 2015 |
| Przewodnik po zarządzaniu wiedzą: e-biznes i zastosowania CRM (Polish translation) A Tiwana, G Dąbkowski Placet, 2003 | 480* | 2003 |
| Complementarities between organizational IT architecture and governance structure A Tiwana, B Konsynski Information Systems Research 21 (2), 288-304, 2010 | 462 | 2010 |
| Supporting collaborative process knowledge management in new product development teams B Ramesh, A Tiwana Decision support systems 27 (1-2), 213-235, 1999 | 374 | 1999 |
| Supporting collaborative process knowledge management in new product development teams B Ramesh, A Tiwana Decision support systems 27 (1-2), 213-235, 1999 | 374 | 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 | 361 | 2002 |
| 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 |
| 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 | 329 | 2010 |
| Beyond valuation:“Options thinking” in IT project management RG Fichman, M Keil, A Tiwana California Management Review 47 (2), 74-96, 2005 | 308 | 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 | 296 | 2008 |
| Control in internal and outsourced software projects A Tiwana, M Keil Journal of Management Information Systems 26 (3), 9-44, 2009 | 294 | 2009 |
Mark KeilRegents’ Professor of the University System of Georgia, Georgia State UniversityVerified email at gsu.edu
