| Network structure and knowledge transfer: The effects of cohesion and range R Reagans, B McEvily Administrative science quarterly 48 (2), 240-267, 2003 | 5404 | 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 | 3515 | 2003 |
| Networks, diversity, and productivity: The social capital of corporate R&D teams R Reagans, EW Zuckerman Organization science 12 (4), 502-517, 2001 | 2527 | 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 | 1058 | 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 | 1005 | 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 | 768 | 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 | 728 | 2012 |
| Power, status, and learning in organizations JS Bunderson, RE Reagans Organization Science 22 (5), 1182-1194, 2011 | 485 | 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 | 339 | 2003 |
| Close encounters: Analyzing how social similarity and propinquity contribute to strong network connections R Reagans Organization Science 22 (4), 835-849, 2011 | 324 | 2011 |
| Preferences, identity, and competition: Predicting tie strength from demographic data R Reagans Management Science 51 (9), 1374-1383, 2005 | 236 | 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 | 224 | 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 | 197 | 2016 |
| Knowledge utilization, coordination, and team performance R Reagans, E Miron-Spektor, L Argote Organization Science 27 (5), 1108-1124, 2016 | 114 | 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 | 110 | 2010 |
| 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 | 83 | 2007 |
| Contradictory or compatible? Reconsidering the “trade-off” between brokerage and closure on knowledge sharing R Reagans, B McEvily Network strategy, 275-313, 2008 | 71 | 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 | 39 | 2015 |
| Network brokerage and the perception of leadership RS Burt, RE Reagans, HC Volvovsky Social Networks 65, 33-50, 2021 | 34 | 2021 |
| Network structure and knowledge transfer: The transfer problem revisited R Reagans, B McEvily Administrative Science Quarterly 48 (2), 240-267, 2003 | 33 | 2003 |
