A frequently used method for determining the influence rating of a journal article is the citation count. This article argues that simply counting citations may not be sufficient. Instead, to gain a fuller understanding of the influence of an article on future research, the importance of the cited reference to the citing article should be examined. To illustrate this suggested method, a sample of articles from Academy of Management Review and Academy of Management Journal was analyzed. Results indicated that the vast majority of the citing articles simply listed the focal articles as references instead of using them as an integral component (i.e., a test of the ideas) of the study. Augmenting the traditional citation-counting approach with the proposed technique should produce a more accurate picture of the influence of an article on the field.

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Team‐based management systems appear to be a possible avenue for increasing the productivity and effectiveness of organizations. However, there are concerns regarding their true purposes and effects within organizations. There is presently a dearth of literature evaluating the effectiveness of team‐based management. To begin filling this void, provides a case study illustrating the process, as well as the findings, from such an evaluation effort. In addition, presents a review of the literature regarding team‐based management.

We provide empirical evidence regarding the effects of two organizational design parameters, divisionalization and centralization, on the media richness choices of CEOs of multinational enterprises in obtaining information from their foreign subsidiaries on strategic issues. In a sample of 86 U.S.-based multinational enterprises, formal divisional structure was found to affect CEOs' use of rich information channels for product matters but not for country matters, and centralization of decision making at corporate headquarters was found to affect their use of rich media for country issues but not for product issues. Relationships between organizational design and CEO information processing behavior, therefore, appear to be contingent on the type of strategic issue involved.