at Irvine. Finally, we thank Robert David for research assistance, and Jennifer Chatman, Mike Hannan, and Don Lehmann for methodological advice. Competition 1997). Little has been done to analyze entry into new markets (but see Baum and Korn, 1996), and nothing has been done to analyze growth in current markets. Thus, the present study, which examines growth and market entry, adds substantially to our knowledge of the variety of organizational actions affected by multimarket contact. Like several recent studies of multimarket contact and competition (Barnett, 1993; Baum and Korn, 1996; Parker and Roller, 1997), we focus on competition across multiple geographic markets. Geography has generally been neglected by organizational sociologists. Most organizational theory is written as though organizations, their production and informationprocessing activities, their material and human assets, and their suppliers and customers are not situated in a physical world and not prone to physical constraint (Friedland and Palmer, 1984). Although innovations in communication and transportation technologies-the railroad, telegraph, telephone, automobile, interstate highway, airplane, fax machine, and Internet-have diminished the impact of geographic distance by reconceptualizing space as time (Friedland and Boden, 1994), geography is still an important determinant of organizational interaction. For instance, research has shown that corporate interlocks are regionalized in space (e.g., Mizruchi, 1982; Kono et al., 1998), and organizational founding rates depend strongly on geographic location (e.g., Hannan et al., 1995; Baum and Haveman, 1997). These empirical studies suggest that we have much to gain from studying interactions among firms in multiple geographic markets.