Bio


Kathleen Eisenhardt is the Stanford W. Ascherman M.D. Professor and Co-Director of the Stanford Technology Ventures Program. Her recent book (w/Don Sull) is "Simple Rules: How to Survive in a Complex World" (Houghton Mifflin Harcourt) which explores how simplicity tames complexity in business, life, and nature. She is also co-author (w/Shona Brown) of "Competing on the Edge: Strategy as Structured" Chaos (Harvard Business School Press), winner of the George R. Terry Book Award for outstanding contribution to management thinking and an Amazon Top 10 Annual Business and Investing book. Professor Eisenhardt is also author of over 100 articles in research and business journals, and the first author featured in Harvard Business Review's OnPoint collection. She is a Distinguished Visiting Professor with Insead's Entrepreneurship and Family Enterprise area.

Professor Eisenhardt's research focus is strategy and organization, especially in technology-based companies and high-velocity industries. She is currently studying the use of heuristics and other cognitive strategies, strategic interaction in new markets and novel ecosystems, and strategy making by boards of directors. She has received the career Scholarly Contribution Award from the Academy of Management and the Global Award for Entrepreneurship Research. She has been honored by many other awards including the Irwin Award for her contributions in strategy, the Distinguished Scholar Award from the Organization Theory and Management (OMT) and Technology and Innovation Management (TIM) divisions, the ASQ Scholarly Contribution award for the most influential paper five years after publication, and Strategic Management Society's Schendel Best Paper prize. She was recently noted as most cited research author in strategy and organization studies for the past 25 years. Professor Eisenhardt consults at senior levels with firms in industries ranging from Internet, telecommunications, software, and biotech to agribusiness, semiconductors, and clean tech.

Professor Eisenhardt was elected a Fellow of the Academy of Management and of the Strategic Management Society, and is an INFORMS member. She has served on the editorial boards of ASQ, Organization Science, Academy of Management Journal, Academy of Management Review, Strategic Management Journal and Strategic Entrepreneurship Journal. She has been a Fellow of the World Economic Forum (Davos) and Clinton Global Initiative, a member of General Motors' Science Advisory Committee, and a board member of MWH Global, an international engineering design and construction firm. She serves on the Advisory Board of Start-Up Chile. Eisenhardt received her B.S. in Mechanical Engineering (Brown University, cum laude and with honors). She holds an M.S. in computer science. Her Ph.D. is from Stanford's Graduate School of Business. Professor Eisenhardt has several honorary degrees including from London Business School, Aalto University, and Chalmers University of Technology.

Academic Appointments


Administrative Appointments


  • Co-Director, Stanford Technology Ventures Program (1996 - Present)
  • PhD Admissions Chair, Department of Management Science and Engineering (2014 - 2015)

Honors & Awards


  • Distinguished Scholar, Technology and Innovation Management (TIM) (2014)
  • Global Award for Entrepreneurship Research, Swedish Foundation for Small Business Research (2012)
  • Scholarly Contributions Award, in recognition of career accomplishments, Academy of Management (2009)
  • Fellow (Inaugural), Strategic Management Society (2007)
  • Finalist, Best Paper of the Decade, Academy of Management Review (2007)
  • Richard Irwin Outstanding Strategy Educator Award, Business Policy and Strategy (BPS) (2007)
  • Schendel Best Paper Award, Strategic Management Society (2007)
  • C. L. Dexter International Paper Award, Academy of Management (2006)
  • Ghoshal Award (Inaugural), Business Policy and Strategy (BPS) (2003)
  • Distinguished Scholar, Organization and Management Theory (OMT) (2002)
  • Scholarly Contribution Award, Administrative Science Quarterly (2001)
  • George R. Terry Book Award, Academy of Management (1999)
  • Fellow, Academy of Management (1997)

Boards, Advisory Committees, Professional Organizations


  • Advisory Board, Start-Up Chile (2012 - Present)

Professional Education


  • PhD, Stanford (1982)

Current Research and Scholarly Interests


Theoretical approaches: Complexity and power theories as well as theories of individual and group cognition related to heuristics, analogies, and integrative thinking

Methods: Theory building from multiple studies as well as simulation, formal modeling and statistical analyses

Recent research: Strategy as "simple rules", strategic interaction in novel markets and ecosystems, strategy making by boards of directors, and policies for economic growth in Japan, China and Chile

All Publications


  • RESPONSE TO VUORI AND VUORI'S COMMENTARY ON "HEURISTICS IN THE STRATEGY CONTEXT" STRATEGIC MANAGEMENT JOURNAL Bingham, C. B., Eisenhardt, K. M. 2014; 35 (11): 1698-1702

    View details for DOI 10.1002/smj.2257

    View details for Web of Science ID 000343801400008

  • SIMPLE RULES FOR A COMPLEX WORLD HARVARD BUSINESS REVIEW Sull, D., Eisenhardt, K. M. 2012; 90 (9): 68-?
  • RATIONAL HEURISTICS: THE 'SIMPLE RULES' THAT STRATEGISTS LEARN FROM PROCESS EXPERIENCE STRATEGIC MANAGEMENT JOURNAL Bingham, C. B., Eisenhardt, K. M. 2011; 32 (13): 1437-1464

    View details for DOI 10.1002/smj.965

    View details for Web of Science ID 000297504000005

  • Optimal Structure, Market Dynamism, and the Strategy of Simple Rules ADMINISTRATIVE SCIENCE QUARTERLY Davis, J. P., Eisenhardt, K. M., Bingham, C. B. 2009; 54 (3): 413-452
  • Top management teams and the performance of entrepreneurial firms SMALL BUSINESS ECONOMICS Eisenhardt, K. M. 2013; 40 (4): 805-816
  • The Role of the Entrepreneur in Technology Entrepreneurship STRATEGIC ENTREPRENEURSHIP JOURNAL Beckman, C. M., Eisenhardt, K., Kotha, S., Meyer, A., Rajagopalan, N. 2012; 6 (3): 203-206

    View details for DOI 10.1002/sej.1136

    View details for Web of Science ID 000308646300001

  • CATALYZING STRATEGIES AND EFFICIENT TIE FORMATION: HOW ENTREPRENEURIAL FIRMS OBTAIN INVESTMENT TIES ACADEMY OF MANAGEMENT JOURNAL Hallen, B. L., Eisenhardt, K. M. 2012; 55 (1): 35-70
  • Which Strategy When? MIT SLOAN MANAGEMENT REVIEW Bingham, C. B., Eisenhardt, K. M., Furr, N. R. 2011; 53 (1): 71-78
  • Rotating Leadership and Collaborative Innovation: Recombination Processes in Symbiotic Relationships ADMINISTRATIVE SCIENCE QUARTERLY Davis, J. P., Eisenhardt, K. M. 2011; 56 (2): 159-201
  • LIFE IN THE FAST LANE: ORIGINS OF COMPETITIVE INTERACTION IN NEW VS. ESTABLISHED MARKETS STRATEGIC MANAGEMENT JOURNAL Chen, E. L., Katila, R., McDonald, R., Eisenhardt, K. M. 2010; 31 (13): 1527-1547

    View details for DOI 10.1002/smj.894

    View details for Web of Science ID 000284014000008

  • Microfoundations of Performance: Balancing Efficiency and Flexibility in Dynamic Environments ORGANIZATION SCIENCE Eisenhardt, K. M., Furr, N. R., Bingham, C. B. 2010; 21 (6): 1263-1273
  • Success and Failure in Technology Acquisitions: Lessons for Buyers and Sellers ACADEMY OF MANAGEMENT PERSPECTIVES Graebner, M. E., Eisenhardt, K. M., Roundy, P. T. 2010; 24 (3): 73-92
  • REWIRING: CROSS-BUSINESS-UNIT COLLABORATIONS IN MULTIBUSINESS ORGANIZATIONS ACADEMY OF MANAGEMENT JOURNAL Martin, J. A., Eisenhardt, K. M. 2010; 53 (2): 265-301
  • CONSTRUCTING MARKETS AND SHAPING BOUNDARIES: ENTREPRENEURIAL POWER IN NASCENT FIELDS ACADEMY OF MANAGEMENT JOURNAL Santos, F. M., Eisenhardt, K. M. 2009; 52 (4): 643-671
  • ORIGIN OF ALLIANCE PORTFOLIOS: ENTREPRENEURS, NETWORK STRATEGIES, AND FIRM PERFORMANCE ACADEMY OF MANAGEMENT JOURNAL Ozcan, P., Eisenhardt, K. M. 2009; 52 (2): 246-279
  • Swimming with sharks: Technology ventures, defense mechanisms and corporate relationships ADMINISTRATIVE SCIENCE QUARTERLY Katila, R., Rosenberger, J. D., Eisenhardt, K. M. 2008; 53 (2): 295-332
  • Speed and strategic choice: How managers accelerate decision making (Reprinted from California Management Review, vol 32, 1990) CALIFORNIA MANAGEMENT REVIEW Eisenhardt, K. M. 2008; 50 (2): 102-?
  • Swimming with Sharks: Technology Ventures and Corporate Relationships Administrative Science Quarterly Rosenberger, Jeff, D., Katila, R., Eisenhardt, Kathleen, M. 2008
  • Swimming with Sharks: Technology Ventures and Corporate Relationships Administrative Science Quarterly, Strategies for New Venture Development,The International Library of Entrepreneurship Rosenberger, Jeff, D., Katila, R., Eisenhardt, Kathleen, M. edited by Ginsburg, A. Edward Elgar Publishing Ltd, forthcoming.. 2008: 1
  • WHAT MAKES A PROCESS A CAPABILITY? HEURISTICS, STRATEGY, AND EFFECTIVE CAPTURE OF OPPORTUNITIES STRATEGIC ENTREPRENEURSHIP JOURNAL Bingham, C. B., Eisenhardt, K. M., Furr, N. R. 2007; 1 (1-2): 27-47

    View details for DOI 10.1002/sej.1

    View details for Web of Science ID 000207896800004

  • Developing theory through simulation methods ACADEMY OF MANAGEMENT REVIEW Davis, J. P., Eisenhardt, K. M., Bingham, C. B. 2007; 32 (2): 480-499
  • Theory building from cases: Opportunities and challenges ACADEMY OF MANAGEMENT JOURNAL Eisenhardt, K. M., Graebner, M. E. 2007; 50 (1): 25-32
  • Decoupling Resource from the Resource-based View: A Typology of Strategic Logics and Competitive Advantage Managerial Decision and Economics Bingham, Christopher, B., Eisenhardt, Kathleen, M. 2007
  • Organizational boundaries and theories of organization ORGANIZATION SCIENCE Santos, F. A., Eisenhardt, K. A. 2005; 16 (5): 491-508
  • Seller’s Side of the Story: Acquisition as Courtship and Governance as Syndicate in Entrepreneurial Firms Administrative Science Quarterly Graebner, Melissa, E., Eisenhardt, Kathleen, M. 2005
  • The Art of Continuous Change: Tying Complexity Theory and Time-Paced Evolution to Relentlessly Shifting Organizations Collection of the Administrative Science Quarterly Award-Winning Papers Brown, Shona, L., Eisenhardt, Kathleen, M. edited by Tsui, A. Peking University Press. 2005: 1
  • Inter-temporal economies of scope, organizational modularity, and the dyanamics of diversification STRATEGIC MANAGEMENT JOURNAL Helfat, C. E., EISENHARDT, K. M. 2004; 25 (13): 1217-1232

    View details for DOI 10.1002/smj.427

    View details for Web of Science ID 000225093500001

  • The seller's side of the story: Acquisition as courtship and governance as syndicate in entrepreneurial firms ADMINISTRATIVE SCIENCE QUARTERLY Graebner, M. E., Eisenhardt, K. M. 2004; 49 (3): 366-403
  • The global acquisition, leverage, and protection of technological competencies STRATEGIC MANAGEMENT JOURNAL McEvily, S. K., EISENHARDT, K. M., Prescott, J. E. 2004; 25 (8-9): 713-722

    View details for DOI 10.1002/smj.425

    View details for Web of Science ID 000223115800001

  • Coping with decline in dynamic markets: Corporate entrepreneurship and the recombinative organizational form BUSINESS STRATEGY OVER THE INDUSTRY LIFE CYCLE Martin, J. A., EISENHARDT, K. M. 2004; 21: 357-382
  • Acquisition, Leverage and Protection of Technology-based Resources Strategic Management Journal McEvily, Susan, K., Prescott, John, E., Eisenhardt, Kathleen, M. 2004
  • Strategic Decision Making Classics in Business Eisenhardt, Kathleen, M., Zbracki, Mark, J. edited by Jorgensen, B. 2004: 1
  • Speed and Strategic Choice: How Managers Accelerate Decision Making The Human Side of Managing Technological Innovation Eisenhardt, Kathleen, M. edited by Katz, R. Oxford University Press. 2004: 1
  • The Art of Continuous Change: Linking Complexity Theory and Time-based Evolution in Relentlessly Shifting Organizations Work: Context and Consequences Brown, Shona, L., Eisenhardt, Kathleen, M. edited by Cooper, C., Starbuck, W. Sage. 2004: 1
  • Strategic Decisions and All that Jazz Out of Context: A Creative Approach to Strategic Management Eisenhardt, Kathleen, M. edited by Weick, C., W. Thomson South-Western. 2004: 1
  • Multiple Case Research Encyclopedia of Research Methods for the Social Sciences Santos, Filipe, M., Eisenhardt, Kathleen, M. edited by Lewis-Beck, M., Bryman, A., Liao, T. Sage Publications. 2004: 1
  • Coping with Decline in Dynamic Markets: Corporate Entrepreneurship and the Recombinative Organizational Form Advances in Strategic Management – Business Strategy over the Industry Lifecycle Martin, Jeffrey, A., Eisenhardt, Kathleen, M. edited by McGahan, A., Baum, J. Sage. 2004: 1
  • FIVE ISSUES WHERE GROUPS MEET TIME TIME IN GROUPS Eisenhardt, K. M. 2003; 6: 267-283
  • Dynamic Capabilities: What are They The Blackwell/Strategic Management Society Handbook of Organizational Capabilities: Emergence, Development, and Change Eisenhardt, Kathleen, M., Martin, Jeffrey, A. edited by Helfat, C. Blackwell. 2003: 1
  • Can Innovation Really be Routine? How Breakthroughs Happen: Technology Brokering and the Pursuit of Innovation Eisenhardt, Kathleen, M. Harvard Business School Press. 2003: 1
  • Patching: Restitching Business Portfolios in Dynamic Markets Harvard Business Review on Leading in Turbulent Times Eisenhardt, Kathleen, M., Brown, Shona, L. 2003: 1
  • How do Firms Learn from their Experience? National Science Foundation Eisenhardt, Kathleen, M. 2003
  • Austrian Insights on Strategic Organization: From Market Insights to Implications for Firms Strategic Organization Roberts, Peter, W., Eisenhardt, Kathleen, M. 2003
  • A Review of Research on Real Options Rosenberger, Jeff, D., Eisenhardt, Kathleen, M. 2003
  • Integrating knowledge in groups: How formal interventions enable flexibility ORGANIZATION SCIENCE Okhuysen, G. A., Eisenhardt, K. M. 2002; 13 (4): 370-386
  • Has strategy changed? MIT SLOAN MANAGEMENT REVIEW Eisenhardt, K. M. 2002; 43 (2): 88-?
  • Strategy as Simple Rules Harvard Business Review Advances in Strategy Eisenhardt, Kathleen, M., Sull, Donald, N. 2002
  • Organizational Complexity and Computation Companion to Organizations Eisenhardt, Kathleen, M., Bhatia, Mahesh, M. edited by Baum, J. Blackwell Publishers. 2002: 1
  • The Art of Continuous Change: Linking Complexity Theory and Time-based Evolution in Relentlessly Shifting Organizations Organizational Improvisation Brown, Shona, L., Eisenhardt, Kathleen, M. edited by Kamoche, K., Cunha, M., Cunha, J. Routledge. 2002: 1
  • Review of The Entrepreneurship Dynamic: Origins of Entrepreneurship and the Evolution of Industries Academy of Management Review Eisenhardt, Kathleen, M., Companys, Yosem, E. edited by Schoonhoven, C. B., Romanelli, E. 2002: 1
  • Lillie Fund for Joint Research between SOE and GSB Eisenhardt, Kathleen, M. 2002
  • Architectural innovation and modular corporate forms ACADEMY OF MANAGEMENT JOURNAL Galunic, D. C., Eisenhardt, K. M. 2001; 44 (6): 1229-1249
  • The hound revisited ACADEMY OF MANAGEMENT REVIEW EISENHARDT, K. M. 2001; 26 (3): 350-351
  • Exploring Cross-Business Synergies Martin, Jeffrey, A., Eisenhardt, Kathleen, M. 2001
  • Strategy in the New Economy: Simple, Fast, and Flexible, (Collection of “Strategy as Simple Rules” with D. Sull, “Patching: Restitching Business Portfolios in Dynamic Markets” with S. Brown, and “Coevolving: At Last, a Way to Make Synergies Work” with C. Galunic) Harvard Business Review – OnPoint Collection Eisenhardt, Kathleen, M. 2001
  • Strategy as Simple Rules Harvard Business Review Eisenhardt, Kathleen, M., Sull, Donald, N. 2001
  • Exploring Cross-Business Synergies Martin, Jeffrey, A., Eisenhardt, Kathleen, M. 2001
  • Conversations on Entrepreneurial and Innovative Strategies Eisenhardt, Kathleen, M. 2001
  • Perspectives on Organizational Boundary Management Santos, Filipe, M., Eisenhardt, Kathleen, M. 2001
  • Strategy as Strategic Decision Making Strategic Thinking for the Next Economy Eisenhardt, Kathleen, M. edited by Cusumano, M., Markides, C. Jossey-Bass. 2001: 1
  • Knowledge-based View of the Firm: A New Theory of Strategy? Handbook of Strategy and Management Eisenhardt, Kathleen, M., Santos, Filipe, M. edited by Pettigrew, A., Thomas, H., Whittington, R. Sage. 2001: 1
  • Paradox, spirals, ambivalence: The new language of change and pluralism ACADEMY OF MANAGEMENT REVIEW EISENHARDT, K. M. 2000; 25 (4): 703-705
  • Dynamic capabilities: What are they? EISENHARDT, K. M., Martin, J. A. JOHN WILEY & SONS LTD. 2000: 1105-1121
  • Coevolving - At last, a way to make synergies work HARVARD BUSINESS REVIEW EISENHARDT, K. M., Galunic, D. C. 2000; 78 (1): 91-?
  • Speed and Quality in New Product Development: An Emergent Perspective on Continuous Organizational Adaptation The Quality Movement & Organization Theory Hargadon, Andrew, B., Eisenhardt, Kathleen, M. edited by Cole, R., Scott, W., R. Sage. 2000: 1
  • Survival of the Swiftest Red Herring Eisenhardt, Kathleen, M. 2000
  • Patching: Restitching Business Portfolios in Dynamic Markets The McKinsey Quarterly Brown, Shona, L., Eisenhardt, Kathleen, M. 2000
  • Competing on the Entrepreneurial Edge Entrepreneurship as Strategy: Competing on the Entrepreneurial Edge Eisenhardt, Kathleen, M., Brown, Shona, L., Neck, Heidi, M. edited by Meyer, G., D., Heppard, K. Sage. 2000: 1
  • Excel Through Group Process The Blackwell Handbook of Principles of Organizational Behavior Okhuysen, Gerardo, A., Eisenhardt, Kathleen, M. edited by Locke, E. Blackwell Publishers. 2000: 1
  • Effects of Top Management Teams on the Organization of Innovation through Alternative Types of Strategic Alliances Groups at Work: Advances in Theory and Research Eisenhardt, Kathleen, M., Schoonhoven, C. B., Lyman, K. edited by Turner, M. Lawrence Elbaum Associates, Inc.. 2000: 1
  • Patching - Restitching business portfolios in dynamic markets HARVARD BUSINESS REVIEW EISENHARDT, K. M., Brown, S. L. 1999; 77 (3): 72-?

    Abstract

    In turbulent markets, businesses and opportunities are constantly falling out of alignment. New technologies and emerging markets create fresh opportunities. Converging markets produce more. And of course, some markets fade. In this landscape of continuous flux, it's more important to build corporate-level strategic processes that enable dynamic repositioning than it is to build any particular defensible position. That's why smart corporate strategists use patching, a process of mapping and remapping business units to create a shifting mix of highly focused, tightly aligned businesses that can respond to changing market opportunities. Patching is not just another name for reorganizing; patchers have a distinctive mindset. Traditional managers see structure as stable; patching managers believe structure is inherently temporary. Traditional managers set corporate strategy first, but patching managers keep the organization focused on the right set of business opportunities and let strategy emerge from individual businesses. Although the focus of patching is flexibility, the process itself follows a pattern. Patching changes are usually small in scale and made frequently. Patching should be done quickly; the emphasis is on getting the patch about right and fixing problems later. Patches should have a test drive before they're formalized but then be tightly scripted after they've been announced. And patching won't work without the right infrastructure: modular business units, fine-grained and complete unit-level metrics, and companywide compensation parity. The authors illustrate how patching works and point out some common stumbling blocks.

    View details for Web of Science ID 000079984100010

    View details for PubMedID 10387579

  • Introduction to the special issue: Applications of complexity theory to organization science ORGANIZATION SCIENCE Anderson, P., Meyer, A., Eisenhardt, K., Carley, K., Pettigrew, A. 1999; 10 (3): 233-236
  • Strategy as strategic decision making SLOAN MANAGEMENT REVIEW EISENHARDT, K. M. 1999; 40 (3): 65-?
  • Exploring the black box: An analysis of work group diversity, conflict, and performance ADMINISTRATIVE SCIENCE QUARTERLY PELLED, L. H., EISENHARDT, K. M., Xin, K. R. 1999; 44 (1): 1-28
  • Resource Based View of the Firm Eisenhardt, Kathleen, M., Martin, Jeffrey, A. 1999
  • Introduction: Application of Complexity Theory to Organization Science Organization Science Anderson, P., Meyer, A., Eisenhardt, K., Carley, K., Pettigrew, A. 1999
  • Demographic Diversity in Work Groups: An Assessment of Linkages to Intragroup Conflict and Performance Administrative Science Quarterly Pelled, Lisa, H., Eisenhardt, Kathleen, M., Xin, Katherine, R. 1999
  • Organizational Change Eisenhardt, Kathleen, M. 1999
  • Time Pacing: Competing in Markets That Won’t Stand Still Harvard Business Review on Managing Uncertainty Eisenhardt, Kathleen, M., Brown, Shona, L. Harvard Business School Press. 1999: 1
  • Time pacing: Competing in markets that won't stand still HARVARD BUSINESS REVIEW EISENHARDT, K. M., Brown, S. L. 1998; 76 (2): 59-?

    Abstract

    Most companies change in reaction to events such as moves by the competition, shifts in technology, or new customer demands. In fairly stable markets, "event pacing" is an effective way to deal with change. But successful companies in rapidly changing, intensely competitive industries take a different approach. They change proactively, through regular deadlines. The authors call this strategy time pacing. Like a metronome, time pacing creates a rhythm to which managers can synchronize the speed and intensity of their efforts. For example, 3M dictates that 25% of its revenues every year will come from new products, Netscape introduces a new product about every six months, and Intel adds a new fabrication facility to its operations approximately every nine months. Time pacing creates a relentless sense of urgency around meeting deadlines and concentrates people on a common set of goals. Its predictability also provides people with a sense of control in otherwise chaotic markets. The authors show how companies such as Banc One, Cisco Systems, Dell Computer, Emerson Electric, Gillette, Intel, Netscape, Shiseido, and Sony implement the two essentials of time pacing. The first is managing transitions--the shift, for example, from one new-product-development project to the next. The second is setting the right rhythm for change. Companies that march to the rhythm of time pacing build momentum, and companies that effectively manage transitions sustain that momentum without missing important beats.

    View details for Web of Science ID 000072270200010

    View details for PubMedID 10177867

  • Stanford Technology Ventures Program PI, Kauffman and Price Foundations, Additional donors Eisenhardt, Kathleen, M., Byers, T. 1998
  • Creating Opportunities for Change Okhuysen, Gerardo, A., Eisenhardt, Kathleen, M. 1998
  • How Management Teams Can Have a Good Fight The Work of Teams Eisenhardt, Kathleen, M., Kahwajy, Jean, L., Bourgeois III, L., J. Harvard Business School Press. 1998: 1
  • The Evolution of Intracorporate Domains: Divisional Charter Losses in High-Technology, Multidivisional Corporations Managing in Times of Disorder Galunic, D., Charles, Eisenhardt, Kathleen, M. edited by Ilinitch, A., Lewin, A., D’Aveni, R. Sage Publications. 1998: 1
  • Stanford Computer Industry Project Alfred P. Sloan Foundation Eisenhardt, Kathleen, M., Bresnahan et al, T. 1998
  • What Matters Most to Me Eisenhardt, Kathleen, M. 1998
  • Conflict and Strategic Choice: How Top Management Teams Disagree Navigating Change Eisenhardt, Kathleen, M., Kahwajy, Jean, L., Bourgeois III, L., J. edited by Hambrick, D., Nadler, D., Tushman, M. Harvard Business School Press. 1998: 1
  • How management teams can have a good fight HARVARD BUSINESS REVIEW EISENHARDT, K. M., Kahwajy, J. L., BOURGEOIS, L. J. 1997; 75 (4): 77-?

    Abstract

    Top-level managers know that conflict over issues is natural and even necessary. Management teams that challenge one another's thinking develop a more complete understanding of their choices, create a richer range of options, and make better decisions. But the challenge--familiar to anyone who has ever been part of a management team--is to keep constructive conflict over issues from degenerating into interpersonal conflict. From their research on the interplay of conflict, politics, and speed in the decision--making process of management teams, the authors have distilled a set of six tactics characteristic of high-performing teams: They work with more, rather than less, information. They develop multiple alternatives to enrich debate. The establish common goals. They make an effort to inject humor into the workplace. They maintain a balanced corporate power structure. They resolve issues without forcing a consensus. These tactics work because they keep conflict focused on issues; foster collaborative, rather than competitive, relations among team members; and create a sense of fairness in the decision-making process. Without conflict, groups lose their effectiveness. Managers often become withdrawn and only superficially harmonious. The alternative to conflict is not usually agreement but rather apathy and disengagement, which open the doors to a primary cause of major corporate debacles: groupthink.

    View details for Web of Science ID A1997XG66800012

    View details for PubMedID 10168338

  • The art of continuous change: Linking complexity theory and time-paced evolution in relentlessly shifting organizations ADMINISTRATIVE SCIENCE QUARTERLY Brown, S. L., EISENHARDT, K. M. 1997; 42 (1): 1-34
  • Conflict and strategic choice: How top management teams disagree CALIFORNIA MANAGEMENT REVIEW EISENHARDT, K. M., Kahwajy, J. L., BOURGEOIS, L. J. 1997; 39 (2): 42-?
  • Induction in Management Theory Eisenhardt, Kathleen, M. 1997
  • How Management Teams Can Have a Good Fight Harvard Business Review Eisenhardt, Kathleen, M., Kahwajy, Jean, L., Bourgeois III, L., J. 1997
  • Conflict and Strategic Choice: How Top Management Teams Disagree California Management Review Eisenhardt, Kathleen, M., Kahwajy, Jean, L., Bourgeois III, L., J. 1997
  • Speed and Quality in Product Development Eisenhardt, Kathleen, M., Hargadon, A. 1997
  • Gaps in the Resource-Based View of the Firm Eisenhardt, Kathleen, M. 1997
  • Strategic Decisions and All that Jazz Business Strategy Review Eisenhardt, Kathleen, M. 1997
  • Taming Interpersonal Conflict in Strategic Choice: How Top Management Teams Argue, But Still Get Along Strategic Decisions: Context, Process, and Outcomes Eisenhardt, Kathleen, M., Kahwajy, Jean, L., Bourgeois III, L., J. edited by Papadakis, V., Barwise, P. Kluwer Academic Publishers. 1997: 1
  • Strategic Decision Making as Improvisation Strategic Decisions: Context, Process, and Outcomes Eisenhardt, Kathleen, M. edited by Papadakis, V., Barwise, P. Kluwer Academic Publishers. 1997: 1
  • The evolution of intracorporate domains: Divisional charter losses in high-technology, multidivisional corporations ORGANIZATION SCIENCE Galunic, D. C., EISENHARDT, K. M. 1996; 7 (3): 255-282
  • Resource-based view of strategic alliance formation: Strategic and social effects in entrepreneurial firms ORGANIZATION SCIENCE EISENHARDT, K. M., SCHOONHOVEN, C. B. 1996; 7 (2): 136-150
  • Environmental embeddedness and the constancy of corporate strategy ADVANCES IN STRATEGIC MANAGEMENT EISENHARDT, K. M., Brown, S. L. 1996; 13: 187-214
  • The Evolution of Intracorporate Domains: Losing Divisional Charters in High-Technology, Multidivisional Corporations Organization Science Galunic, D., Charles, Eisenhardt, Kathleen, M. 1996
  • Leveraging Product Innovation: Innocent Traps, Adaptive Organization, and Strategic Evolution Brown, Shona, L., Eisenhardt, Kathleen, M. 1996
  • Leveraging Product Innovation Brown, Shona, L., Eisenhardt, Kathleen, M. 1996
  • Organization of Innovation Through Strategic Alliances Eisenhardt, Kathleen, M., Schoonhoven, Claudia, B. 1996
  • How to Have Conflict and Still Get Along Eisenhardt, Kathleen, M., Kahwajy, Jean, L., Bourgeois III, L., J. 1996
  • Effects of Founding Conditions on the Creation of Manufacturing Alliances in Semiconductor Ventures Strategic Integration Schoonhoven, Claudia, B., Eisenhardt, Kathleen, M. edited by Thomas, H., O’Neal, D. John Wiley and Sons. 1996: 1
  • PRODUCT DEVELOPMENT - PAST RESEARCH, PRESENT FINDINGS, AND FUTURE-DIRECTIONS ACADEMY OF MANAGEMENT REVIEW Brown, S. L., EISENHARDT, K. M. 1995; 20 (2): 343-378
  • ACCELERATING ADAPTIVE PROCESSES - PRODUCT INNOVATION IN THE GLOBAL COMPUTER INDUSTRY ADMINISTRATIVE SCIENCE QUARTERLY EISENHARDT, K. M., TABRIZI, B. N. 1995; 40 (1): 84-110
  • Product Development: Past Research, Present Findings, and Future Directions Academy of Management Review Brown, Shona, L., Eisenhardt, Kathleen, M. 1995
  • Building Theories from Case Study Research Methods for Studying Organizational Change Eisenhardt, Kathleen, M. edited by Huber, G., Van de Ven, A. Sage. 1995: 1
  • Failure Mechanisms in Strategic Alliances Office of Technology Licensing Eisenhardt, Kathleen, M. 1995
  • The Formation of Divisional Charters Galunic, D., Charles, Eisenhardt, Kathleen, M. 1995
  • Innovation as Core Capability: The Art of Dynamic Adaptation Brown, Shona, L., Eisenhardt, Kathleen, M. 1995
  • Cooperative Strategy in Entrepreneurial Firms: The Case of Joint Product Development Alliances in the U.S. Semiconductor Industry Eisenhardt, Kathleen, M., Schoonhoven, Claudia, B. 1994
  • Renewing the Strategy - Structure-Performance Paradigm Research in Organizational Behavior Galunic, D., Charles, Eisenhardt, Kathleen, M. edited by Staw, B., Cummings, L. JAI Press. 1994: 1
  • Triggering Strategic Alliances in Entrepreneurial Firms: The Case of Technology-Sharing Alliances Frontiers of Entrepreneurship Research Eisenhardt, Kathleen, M., Schoonhoven, Claudia, B. edited by Bygrave, W. 1994: 1
  • Triggering Strategic Alliances in Entrepreneurial Firms: The Case of Technology-Sharing Alliances Eisenhardt, Kathleen, M., Schoonhoven, Claudia, B. 1994
  • The Early Strategic Behavior of New Firms: Predicting the Formation of Strategic Alliances in Semiconductor Ventures Schoonhoven, Claudia, B., Eisenhardt, Kathleen, M. 1993
  • Entrepreneurial Environments: Incubator Region Effects on the Birth of New Technology-Based Firms High Technology Venturing Schoonhoven, Claudia, B., Eisenhardt, Kathleen, M. edited by Gomez-Mejia, L., Lawless, M. JAI Press. 1993: 1
  • Accelerating New Product Development Tabrizi, B., Eisenhardt, Kathleen, M. 1993
  • Top Management and Corporate Entrepreneurship in High Technology Firms: Insights from Two Empirical Studies Schoonhoven, Claudia, B., Eisenhardt, Kathleen, M., Jelinek, M. 1993
  • STRATEGIC DECISION-MAKING STRATEGIC MANAGEMENT JOURNAL EISENHARDT, K. M., Zbaracki, M. J. 1992; 13: 17-37
  • Accelerating Strategic Choice Eisenhardt, Kathleen, M. 1992
  • Regions as Industrial Incubators of Technology-Based Ventures: Implications for Economic Development Sources of Metropolitan Growth and Development Schoonhoven, Claudia, B., Eisenhardt, Kathleen, M. edited by Mills, E., McDonald, J. The Johns Hopkins Press. 1992: 1
  • Organizational Economics as Just a Player, not the Team Advances in Strategic Management Eisenhardt, Kathleen, M., Brown, Shona, L. edited by Shrivastava, P., Huff, A., Dutton, J. JAI Press. 1992: 1
  • High-Reliability Organizations Meet High-Velocity Environments: Common Dilemmas in Nuclear Power Plants, Aircraft Carriers and Microcomputer Firms New Challenges to Understand Organizations: High-Reliability Organizations Eisenhardt, Kathleen, M. edited by Roberts, K. Sage. 1992: 1
  • Strategic Decision Making Strategic Management Journal Eisenhardt, Kathleen, M., Zbaracki, Mark, A. 1992
  • Speed and Strategic Choice: How Managers Accelerate Decision Making, Reprinted in French, Le Manager Lent et Le Manager Rapide Annales des Mines Eisenhardt, Kathleen, M. 1992
  • Speed and Strategic Choice: Accelerating Decision Making Planning Review Eisenhardt, Kathleen, M. 1992
  • BETTER STORIES AND BETTER CONSTRUCTS - THE CASE FOR RIGOR AND COMPARATIVE LOGIC ACADEMY OF MANAGEMENT REVIEW EISENHARDT, K. M. 1991; 16 (3): 620-627
  • ORGANIZATIONAL GROWTH - LINKING FOUNDING TEAM, STRATEGY, ENVIRONMENT, AND GROWTH AMONG UNITED-STATES SEMICONDUCTOR VENTURES, 1978-1988 ADMINISTRATIVE SCIENCE QUARTERLY EISENHARDT, K. M., SCHOONHOVEN, C. B. 1990; 35 (3): 504-529
  • DYNAMIC OPTIMIZATION OF CASH FLOW MANAGEMENT DECISIONS - A STOCHASTIC-MODEL IEEE TRANSACTIONS ON ENGINEERING MANAGEMENT PATECORNELL, M. E., Tagaras, G., EISENHARDT, K. M. 1990; 37 (3): 203-212
  • SPEED AND STRATEGIC CHOICE - HOW MANAGERS ACCELERATE DECISION-MAKING CALIFORNIA MANAGEMENT REVIEW EISENHARDT, K. M. 1990; 32 (3): 39-54
  • SPEEDING PRODUCTS TO MARKET - WAITING TIME TO 1ST PRODUCT INTRODUCTION IN NEW FIRMS ADMINISTRATIVE SCIENCE QUARTERLY SCHOONHOVEN, C. B., EISENHARDT, K. M., Lyman, K. 1990; 35 (1): 177-207
  • Strategic and 22 Organizational Evolution: A Longitudinal Study of a Major Firm Eisenhardt, Kathleen, M., Brown, Shona, L. 1990
  • Strategic Leadership in High Velocity Environments Eisenhardt, Kathleen, M. 1990
  • Charting Strategic Decisions in the Microcomputer Industry: Profile of an Industry Star Managing Complexity in High Technology Organizations Eisenhardt, Kathleen, M., Bourgeois III, L., Jay edited by Glinow, M., Von, Mohrman, S. Oxford. 1990: 1
  • Entrepreneurs and Organizations: A Comparative Analysis of Founders' Effects on Organizational Outcomes Schoonhoven, Claudia, B., Eisenhardt, Kathleen, M. 1990
  • Tracking Evolving Paths to Innovation: The Case of a Major Electronics Firm Eisenhardt, Kathleen, M., Brown, Shona, L. 1990
  • BUILDING THEORIES FROM CASE-STUDY RESEARCH ACADEMY OF MANAGEMENT REVIEW EISENHARDT, K. M. 1989; 14 (4): 532-550
  • MAKING FAST STRATEGIC DECISIONS IN HIGH-VELOCITY ENVIRONMENTS ACADEMY OF MANAGEMENT JOURNAL EISENHARDT, K. M. 1989; 32 (3): 543-576
  • AGENCY THEORY - AN ASSESSMENT AND REVIEW ACADEMY OF MANAGEMENT REVIEW EISENHARDT, K. M. 1989; 14 (1): 57-74
  • Organizational Growth: Linking Founding Team, Strategy, Environment, and Growth Among U.S. Semiconductor Ventures (1978-1988) Eisenhardt, Kathleen, M., Schoonhoven, Claudia, B. 1989
  • Making Fast Strategic Decisions Eisenhardt, Kathleen, M. 1989
  • The Speed of Strategic Decisions in High Velocity Environments National Science Foundation Eisenhardt, Kathleen, M. 1989
  • The Impact of Incubator Region on the Creation and Survival of New Semiconductor Ventures in the U.S. 1978-1986 U.S. Department of Commerce, National Technical Information Service Schoonhoven, Claudia, B., Eisenhardt, Kathleen, M. 1989
  • POLITICS OF STRATEGIC DECISION-MAKING IN HIGH-VELOCITY ENVIRONMENTS - TOWARD A MIDRANGE THEORY ACADEMY OF MANAGEMENT JOURNAL EISENHARDT, K. M., BOURGEOIS, L. J. 1988; 31 (4): 737-770
  • AGENCY-THEORY AND INSTITUTIONAL-THEORY EXPLANATIONS - THE CASE OF RETAIL SALES COMPENSATION ACADEMY OF MANAGEMENT JOURNAL EISENHARDT, K. M. 1988; 31 (3): 488-511
  • STRATEGIC DECISION-PROCESSES IN HIGH-VELOCITY ENVIRONMENTS - 4 CASES IN THE MICROCOMPUTER INDUSTRY MANAGEMENT SCIENCE BOURGEOIS, L. J., EISENHARDT, K. M. 1988; 34 (7): 816-835
  • The Impact of Incubator Region, Organizational and Entrepreneurial Factors on Survival and Performance of New Semiconductor Ventures National Science Foundation Eisenhardt, Kathleen, M., Schoonhoven, C. 1988
  • Paradoxical Demands and the Creation of Excellence: The Case of Just-In-Time Manufacturing Paradox and Transformation: Towards a Theory of Change in Organization and Management Eisenhardt, Kathleen, M., Westcott, Brian, J. edited by Quinn, Robert, E., Cameron, Kim, S. Ballinger. 1988: 1
  • A Review of Organizational Economics Administrative Science Quarterly Eisenhardt, Kathleen, M. 1988
  • Politics of Strategic Decision Making: Toward a Mid-Range Theory Academy of Management Journal Eisenhardt, Kathleen, M., Bourgeois III, L., Jay 1988
  • Strategic Decision Processes in High Velocity Environments: Four Cases in the Microcomputer Industry Management Science Bourgeois III, L., Jay, Eisenhardt, Kathleen, M. 1988
  • Speeding New Products to Market Schoonhoven, Claudia, B., Eisenhardt, Kathleen, M. 1988
  • Agency- and Institutional-Theory Explanations: The Case of Retail Sales Compensation Academy of Management Journal Eisenhardt, Kathleen, M. 1988
  • Strategic Decision Processes in Silicon Valley Bourgeois III, L., Jay, Eisenhardt, Kathleen, M. 1987
  • Surviving the Liability of Newness: A Model for Successful Entrepreneurship in Technology-Based Ventures Schoonhoven, C., Eisenhardt, Kathleen, M. 1987
  • Organizational Approaches to Strategy Strategic Decision Processes in Silicon Valley Bourgeois III, L., Jay, Eisenhardt, Kathleen, M. edited by Carroll, G. R. Ballinger. 1987: 1
  • The Politics of Strategic Decision Making by Top Management Teams Eisenhardt, Kathleen, M., Bourgeois III, L., Jay 1987
  • A Study of the Influence of Organizational, Entrepreneurial and Environmental Factors in the Growth and Development of Technology-Based Start Up Firms U.S. Department of Commerce Eisenhardt, Kathleen, M., Schoonhoven, C. 1987
  • Strategic Decision Processes in Silicon Valley: The Anatomy of a 'Living Dead' California Management Review Bourgeois III, L., Jay, Eisenhardt, Kathleen, M. 1987
  • Top Management Teams and Their Decision Processes Eisenhardt, Kathleen, M., Bourgeois III, L., Jay 1987
  • MANAGING ORGANIZATIONAL DECLINE - LESSONS FROM ATARI ORGANIZATIONAL DYNAMICS SUTTON, R. I., EISENHARDT, K. M., JUCKER, J. V. 1986; 14 (4): 17-29
  • Implementing Innovations Eisenhardt, Kathleen, M. 1986
  • Survival of High Technology Start Up Companies as an Outcome of Interorganizational Networks and Ecological Conditions: A Comparison of Adaptation and Arguments Schoonhoven, Claudia, B., Eisenhardt, Kathleen, M. 1986
  • Strategic Decision Processes in High Velocity Environments: Four Cases in the Micro-computer Industry Bourgeois III, L., Jay, Eisenhardt, Kathleen, M. 1986
  • Top Management in High Speed Environments Eisenhardt, Kathleen, M., Bourgeois III, L., Jay 1986
  • Implementing Advanced Manufacturing Projects Westcott, Brian, J., Eisenhardt, Kathleen, M. 1986
  • Group Issues in the Implementation of Automation Innovations Eisenhardt, Kathleen, M., Westcott, Brian, J. 1986
  • The Wrong Way to Manage Organizational Decline: Lessons from the Collapse of the Atari Corporation Organizational Dynamics Sutton, Robert, J., Eisenhardt, Kathleen, M., Jucker, James, V. 1986
  • Strategic Decision Making and Top Management Teams Eisenhardt, Kathleen, M., Bourgeois III, L., Jay 1986
  • Introducing Innovation: A Case of Automated Manufacturing Eisenhardt, Kathleen, M., Westcott, Brian, J. 1986
  • CONTROL - ORGANIZATIONAL AND ECONOMIC APPROACHES MANAGEMENT SCIENCE EISENHARDT, K. M. 1985; 31 (2): 134-149
  • Technical Entrepreneurship Economic Impact Eisenhardt, Kathleen, M., Forbes, N. 1985
  • What Happened to Atari: Poor Environment or Bad Management? McCright, Paul, R., Eisenhardt, Kathleen, M. 1985
  • The Wrong Way to Manage Decline: Lessons from the Collapse of the Atari Corporation Sutton, Robert, J., Eisenhardt, Kathleen, M., Jucker, James, V. 1985
  • On Designing Top Management Teams Eisenhardt, Kathleen, M., Bourgeois III, L., Jay 1985
  • On Designing Academy of Management, San Diego, 1985. Top Management Teams Eisenhardt, Kathleen, M., Bourgeois III, L., Jay 1985
  • TECHNICAL ENTREPRENEURSHIP - AN INTERNATIONAL PERSPECTIVE COLUMBIA JOURNAL OF WORLD BUSINESS EISENHARDT, K. M., Forbes, N. 1984; 19 (4): 31-38
  • Contract Models: Theory and Empirical Test Eisenhardt, Kathleen, M. 1984
  • Contract Models: Theory and Test Eisenhardt, Kathleen, M. 1984
  • Organizational and Economic Approaches to Control Eisenhardt, Kathleen, M. 1983
  • The Effects of Personnel Policies, Growth, and Technology Eisenhardt, Kathleen, M. 1983
  • Job Design and Organizational Demographics Eisenhardt, Kathleen, M. 1983
  • Two Heads are Better Than One - A Field Study of Organizational and Economic Theories of Control Eisenhardt, Kathleen, M. 1982
  • Implementation of Strategy Through Control Systems Eisenhardt, Kathleen, M. 1982