Kathleen Eisenhardt
Stanford W. Ascherman, M.D. Professor in the School of Engineering
Management Science and Engineering
Bio
Kathleen Eisenhardt is the Stanford W. Ascherman M.D. Professor and a faculty member in 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 has been 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 "simple rules" heuristics, strategic interaction in new markets and ecosystems, strategy making in marketplaces, and business model design. She often uses multi-case theory building methods and more recently machine learning for theory building. 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. 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), 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, Chalmers University of Technology.
Academic Appointments
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Professor, Management Science and Engineering
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Affiliate, Stanford Woods Institute for the Environment
Administrative Appointments
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Member, CUFUA (2019 - Present)
Honors & Awards
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Distinguished Scholarship Award, Strategy (STR) (2022)
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Brown Engineering Alumni Medal, Brown University (2019)
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Glueck Best Paper Award, Strategy (STR) (2019)
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Honorary Doctorate, BI Norwegian Business School (2019)
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Honorary Doctorate (Doctor Honoris Causa), ESSEC (2018)
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C.K. Prahalad Career Award, Strategic Management Society (2017)
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Fellow, British Academy of Management (2016)
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John Fayerweather Eminent Scholar Award, Academy of International Business (2016)
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ASQ Award for Scholarly Contribution, Administrative Science Quarterly (2015)
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Simple Rules, “Top Ten Summer Reads” 2015., Wall Street Journal (2015)
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Distinguished Scholar, Technology and Innovation Management (TIM) (2014)
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Honorary Doctorate, London Business School (2014)
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Global Award for Entrepreneurship Research, Swedish Foundation for Small Business Research (2012)
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Scholarly Contributions Award, in recognition of career accomplishments, Academy of Management (2009)
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Fellow (Inaugural), Strategic Management Society (2007)
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Finalist, Best Paper of the Decade, Academy of Management Review (2007)
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Richard Irwin Outstanding Strategy Educator Award, Business Policy and Strategy (BPS) (2007)
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Schendel Best Paper Award, Strategic Management Society (2007)
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C. L. Dexter International Paper Award, Academy of Management (2006)
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Ghoshal Award (Inaugural), Business Policy and Strategy (BPS) (2003)
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Distinguished Scholar, Organization and Management Theory (OMT) (2002)
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ASQ Award for Scholarly Contribution, Administrative Science Quarterly (2001)
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George R. Terry Book Award, Academy of Management (1999)
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Fellow, Academy of Management (1997)
Boards, Advisory Committees, Professional Organizations
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Advisory Board, Start-Up Chile (2012 - Present)
Professional Education
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PhD, Stanford (1982)
Current Research and Scholarly Interests
Theoretical approaches: Cognition, complexity, learning, and organizational theories
Methods: Multi-case Theory Building as well as machine learning, simulation, and econometrics
Recent research: Business model design, strategy as "simple rules" heuristics, strategic interaction in novel markets and ecosystems, strategy in marketplaces, communities v. firm organizational forms
2024-25 Courses
- Current Topics in Strategy, Innovation and Entrepreneurship
MS&E 370 (Aut) - How Ventures Work
MS&E 70N (Aut) - Organizations: Theory and Management
MS&E 180 (Aut) -
Independent Studies (1)
- Directed Reading and Research
MS&E 408 (Aut, Win, Spr)
- Directed Reading and Research
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Prior Year Courses
2022-23 Courses
- Current Topics in Strategy, Innovation and Entrepreneurship
MS&E 370 (Aut) - Organizations: Theory and Management
MS&E 180 (Aut) - Strategy in Technology-Based Companies
MS&E 270 (Aut)
2021-22 Courses
- Current Topics in Strategy, Innovation and Entrepreneurship
MS&E 370 (Aut, Win) - Organizations: Theory and Management
MS&E 180 (Win) - Strategy in Technology-Based Companies
MS&E 270 (Win)
- Current Topics in Strategy, Innovation and Entrepreneurship
Stanford Advisees
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Doctoral Dissertation Reader (AC)
Seyedeh Zahra Hejrati, Philipp Reineke -
Master's Program Advisor
Chien-Hua Chen, Grace Lee, Jasmin Lopez, Grace Metri, Yi Tao, Tammy Tseng, Aya ZAARI JABRI, Yi Zhu
All Publications
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Mavericks and Diplomats: Bridging Commercial and Institutional Entrepreneurship for Society's Grand Challenges
ORGANIZATION SCIENCE
2024
View details for DOI 10.1287/orsc.2020.13810
View details for Web of Science ID 001310022800001
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Looking forward, looking back: Strategic organization and the business model concept
STRATEGIC ORGANIZATION
2022
View details for DOI 10.1177/14761270221122442
View details for Web of Science ID 000855134900001
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What is digital transformation? Core tensions facing established companies on the global stage
GLOBAL STRATEGY JOURNAL
2022
View details for DOI 10.1002/gsj.1442
View details for Web of Science ID 000800926100001
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BIG FISH VERSUS BIG POND? ENTREPRENEURS, ESTABLISHED FIRMS, AND ANTECEDENTS OF TIE FORMATION
ACADEMY OF MANAGEMENT JOURNAL
2022; 65 (2): 427-452
View details for DOI 10.5465/amj.2018.1197
View details for Web of Science ID 000803633400004
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Organizing Form, Experimentation, and Performance: Innovation in the Nascent Civilian Drone Industry
ORGANIZATION SCIENCE
2021
View details for DOI 10.1287/orsc.2021.1505
View details for Web of Science ID 000731924700001
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Strategy and Uncertainty: Resource-Based View, Strategy-Creation View, and the Hybrid Between Them
JOURNAL OF MANAGEMENT
2021
View details for DOI 10.1177/01492063211011760
View details for Web of Science ID 000649496600001
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What is the Eisenhardt Method, really?
STRATEGIC ORGANIZATION
2021; 19 (1): 147–60
View details for DOI 10.1177/1476127020982866
View details for Web of Science ID 000615415600008
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Simple rules for a world of change: Reflections on "turning a process into a capability"
STRATEGIC ENTREPRENEURSHIP JOURNAL
2020
View details for DOI 10.1002/sej.1381
View details for Web of Science ID 000596916400001
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Decision weaving: Forming novel, complex strategy in entrepreneurial settings
STRATEGIC MANAGEMENT JOURNAL
2020
View details for DOI 10.1002/smj.3189
View details for Web of Science ID 000550448300001
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Get rich or die trying horizontal ellipsis finding revenue model fit using machine learning and multiple cases
STRATEGIC MANAGEMENT JOURNAL
2020; 41 (7): 1245–73
View details for DOI 10.1002/smj.3142
View details for Web of Science ID 000536690200004
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Parallel Play: Startups, Nascent Markets, and Effective Business-model Design
ADMINISTRATIVE SCIENCE QUARTERLY
2020; 65 (2): 483–523
View details for DOI 10.1177/0001839219852349
View details for Web of Science ID 000528241500009
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The New-Market Conundrum In emerging industries the usual rules of strategy don't apply
HARVARD BUSINESS REVIEW
2020; 98 (3): 75–83
View details for Web of Science ID 000535316400020
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Bottlenecks, cooperation, and competition in nascent ecosystems
STRATEGIC MANAGEMENT JOURNAL
2019; 40 (9): 1333–35
View details for DOI 10.1002/smj.3054
View details for Web of Science ID 000478751400001
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How firms navigate cooperation and competition in nascent ecosystems
STRATEGIC MANAGEMENT JOURNAL
2018; 39 (12): 3163–92
View details for DOI 10.1002/smj.2750
View details for Web of Science ID 000449682700006
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Superior Strategy in Entrepreneurial Settings: Thinking, Doing, and the Logic of Opportunity
STRATEGY SCIENCE
2017; 2 (4): 246–57
View details for DOI 10.1287/stsc.2017.0045
View details for Web of Science ID 000448008600006
- Simple Rules: How to Thrive in a Complex World Houghton Mifflin Harcourt. 2015
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RESPONSE TO VUORI AND VUORI'S COMMENTARY ON "HEURISTICS IN THE STRATEGY CONTEXT"
STRATEGIC MANAGEMENT JOURNAL
2014; 35 (11): 1698-1702
View details for DOI 10.1002/smj.2257
View details for Web of Science ID 000343801400008
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SIMPLE RULES FOR A COMPLEX WORLD
HARVARD BUSINESS REVIEW
2012; 90 (9): 68-?
View details for Web of Science ID 000307625100036
- Kathleen M. Eisenhardt on Case Study Research Methods edited by Li (Chinese Translation), P. P., Cao (Chinese Translation), F. Peking University Press. 2012
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RATIONAL HEURISTICS: THE 'SIMPLE RULES' THAT STRATEGISTS LEARN FROM PROCESS EXPERIENCE
STRATEGIC MANAGEMENT JOURNAL
2011; 32 (13): 1437-1464
View details for DOI 10.1002/smj.965
View details for Web of Science ID 000297504000005
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Optimal Structure, Market Dynamism, and the Strategy of Simple Rules
ADMINISTRATIVE SCIENCE QUARTERLY
2009; 54 (3): 413-452
View details for Web of Science ID 000270792200003
- Competing on the Edge: Strategy as Structured Chaos. Harvard Business School Press. 1998
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A Curated Debate: On Using "Templates" in Qualitative Research
JOURNAL OF MANAGEMENT INQUIRY
2022
View details for DOI 10.1177/10564926221098955
View details for Web of Science ID 000798412100001
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Ant colonies: building complex organizations with minuscule brains and no leaders (vol 10, pg 55, 2021)
JOURNAL OF ORGANIZATION DESIGN
2021; 10 (3-4): 141-142
View details for DOI 10.1007/s41469-021-00096-1
View details for Web of Science ID 000753863700010
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Analytic models in strategy, organizations, and management research: A guide for consumers
STRATEGIC MANAGEMENT JOURNAL
2020
View details for DOI 10.1002/smj.3223
View details for Web of Science ID 000565339000001
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Finding Theory-Method Fit: A Comparison of Three Qualitative Approaches to Theory Building
JOURNAL OF MANAGEMENT INQUIRY
2018; 27 (3): 284–300
View details for DOI 10.1177/1056492617706029
View details for Web of Science ID 000436045600002
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Strategy Formation in Entrepreneurial Settings: Past Insights and Future Directions
STRATEGIC ENTREPRENEURSHIP JOURNAL
2017; 11 (3): 306–25
View details for DOI 10.1002/sej.1257
View details for Web of Science ID 000411876600008
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Failure Is an Option: Institutional Change, Entrepreneurial Risk, and New Firm Growth
ORGANIZATION SCIENCE
2017; 28 (1): 93-112
View details for DOI 10.1287/orsc.2017.1110
View details for Web of Science ID 000395830000006
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Who Takes You to the Dance? How Partners' Institutional Logics Influence Innovation in Young Firms
ADMINISTRATIVE SCIENCE QUARTERLY
2015; 60 (4): 596-633
View details for DOI 10.1177/0001839215592913
View details for Web of Science ID 000364202800005
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The Opportunity Paradox
MIT SLOAN MANAGEMENT REVIEW
2014; 56 (1): 29-?
View details for Web of Science ID 000349517300008
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Top management teams and the performance of entrepreneurial firms
SMALL BUSINESS ECONOMICS
2013; 40 (4): 805-816
View details for DOI 10.1007/s11187-013-9473-0
View details for Web of Science ID 000318172800002
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The Role of the Entrepreneur in Technology Entrepreneurship
STRATEGIC ENTREPRENEURSHIP JOURNAL
2012; 6 (3): 203-206
View details for DOI 10.1002/sej.1136
View details for Web of Science ID 000308646300001
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CATALYZING STRATEGIES AND EFFICIENT TIE FORMATION: HOW ENTREPRENEURIAL FIRMS OBTAIN INVESTMENT TIES
ACADEMY OF MANAGEMENT JOURNAL
2012; 55 (1): 35-70
View details for DOI 10.5465/amj.2009.0620
View details for Web of Science ID 000300944400003
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Which Strategy When?
MIT SLOAN MANAGEMENT REVIEW
2011; 53 (1): 71-78
View details for Web of Science ID 000295897200013
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Rotating Leadership and Collaborative Innovation: Recombination Processes in Symbiotic Relationships
ADMINISTRATIVE SCIENCE QUARTERLY
2011; 56 (2): 159-201
View details for DOI 10.1177/0001839211428131
View details for Web of Science ID 000298292500001
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LIFE IN THE FAST LANE: ORIGINS OF COMPETITIVE INTERACTION IN NEW VS. ESTABLISHED MARKETS
STRATEGIC MANAGEMENT JOURNAL
2010; 31 (13): 1527-1547
View details for DOI 10.1002/smj.894
View details for Web of Science ID 000284014000008
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Microfoundations of Performance: Balancing Efficiency and Flexibility in Dynamic Environments
ORGANIZATION SCIENCE
2010; 21 (6): 1263-1273
View details for DOI 10.1287/orsc.1100.0564
View details for Web of Science ID 000284357100009
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Success and Failure in Technology Acquisitions: Lessons for Buyers and Sellers
ACADEMY OF MANAGEMENT PERSPECTIVES
2010; 24 (3): 73-92
View details for Web of Science ID 000281293700006
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REWIRING: CROSS-BUSINESS-UNIT COLLABORATIONS IN MULTIBUSINESS ORGANIZATIONS
ACADEMY OF MANAGEMENT JOURNAL
2010; 53 (2): 265-301
View details for Web of Science ID 000277657300004
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CONSTRUCTING MARKETS AND SHAPING BOUNDARIES: ENTREPRENEURIAL POWER IN NASCENT FIELDS
ACADEMY OF MANAGEMENT JOURNAL
2009; 52 (4): 643-671
View details for Web of Science ID 000269419600002
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ORIGIN OF ALLIANCE PORTFOLIOS: ENTREPRENEURS, NETWORK STRATEGIES, AND FIRM PERFORMANCE
ACADEMY OF MANAGEMENT JOURNAL
2009; 52 (2): 246-279
View details for Web of Science ID 000265505000003
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Swimming with sharks: Technology ventures, defense mechanisms and corporate relationships
ADMINISTRATIVE SCIENCE QUARTERLY
2008; 53 (2): 295-332
View details for Web of Science ID 000258783000004
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Speed and strategic choice: How managers accelerate decision making (Reprinted from California Management Review, vol 32, 1990)
CALIFORNIA MANAGEMENT REVIEW
2008; 50 (2): 102-?
View details for Web of Science ID 000253671500006
- Swimming with Sharks: Technology Ventures and Corporate Relationships Administrative Science Quarterly 2008
- Swimming with Sharks: Technology Ventures and Corporate Relationships Administrative Science Quarterly, Strategies for New Venture Development,The International Library of Entrepreneurship edited by Ginsburg, A. Edward Elgar Publishing Ltd, forthcoming.. 2008: 1
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WHAT MAKES A PROCESS A CAPABILITY? HEURISTICS, STRATEGY, AND EFFECTIVE CAPTURE OF OPPORTUNITIES
STRATEGIC ENTREPRENEURSHIP JOURNAL
2007; 1 (1-2): 27-47
View details for DOI 10.1002/sej.1
View details for Web of Science ID 000207896800004
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Developing theory through simulation methods
ACADEMY OF MANAGEMENT REVIEW
2007; 32 (2): 480-499
View details for Web of Science ID 000245465400011
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Theory building from cases: Opportunities and challenges
ACADEMY OF MANAGEMENT JOURNAL
2007; 50 (1): 25-32
View details for Web of Science ID 000244976900004
- Decoupling Resource from the Resource-based View: A Typology of Strategic Logics and Competitive Advantage Managerial Decision and Economics 2007
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Organizational boundaries and theories of organization
ORGANIZATION SCIENCE
2005; 16 (5): 491-508
View details for DOI 10.1287/orsc.1050.0152
View details for Web of Science ID 000233819200004
- Seller’s Side of the Story: Acquisition as Courtship and Governance as Syndicate in Entrepreneurial Firms Administrative Science Quarterly 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 edited by Tsui, A. Peking University Press. 2005: 1
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Inter-temporal economies of scope, organizational modularity, and the dyanamics of diversification
STRATEGIC MANAGEMENT JOURNAL
2004; 25 (13): 1217-1232
View details for DOI 10.1002/smj.427
View details for Web of Science ID 000225093500001
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The seller's side of the story: Acquisition as courtship and governance as syndicate in entrepreneurial firms
ADMINISTRATIVE SCIENCE QUARTERLY
2004; 49 (3): 366-403
View details for Web of Science ID 000227108100002
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The global acquisition, leverage, and protection of technological competencies
STRATEGIC MANAGEMENT JOURNAL
2004; 25 (8-9): 713-722
View details for DOI 10.1002/smj.425
View details for Web of Science ID 000223115800001
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Coping with decline in dynamic markets: Corporate entrepreneurship and the recombinative organizational form
BUSINESS STRATEGY OVER THE INDUSTRY LIFE CYCLE
2004; 21: 357-382
View details for DOI 10.1016/S0742-3322(04)21012-9
View details for Web of Science ID 000225857700013
- Acquisition, Leverage and Protection of Technology-based Resources Strategic Management Journal 2004
- Speed and Strategic Choice: How Managers Accelerate Decision Making The Human Side of Managing Technological Innovation 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 edited by Cooper, C., Starbuck, W. Sage. 2004: 1
- Strategic Decisions and All that Jazz Out of Context: A Creative Approach to Strategic Management edited by Weick, C., W. Thomson South-Western. 2004: 1
- Multiple Case Research Encyclopedia of Research Methods for the Social Sciences 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 edited by McGahan, A., Baum, J. Sage. 2004: 1
- Strategic Decision Making Classics in Business edited by Jorgensen, B. 2004: 1
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FIVE ISSUES WHERE GROUPS MEET TIME
Conference on Time in Groups
EMERALD GROUP PUBLISHING LIMITED. 2003: 267–283
View details for DOI 10.1016/S1534-0856(03)06012-2
View details for Web of Science ID 000270731200012
- Dynamic Capabilities: What are They The Blackwell/Strategic Management Society Handbook of Organizational Capabilities: Emergence, Development, and Change edited by Helfat, C. Blackwell. 2003: 1
- Can Innovation Really be Routine? How Breakthroughs Happen: Technology Brokering and the Pursuit of Innovation Harvard Business School Press. 2003: 1
- Patching: Restitching Business Portfolios in Dynamic Markets Harvard Business Review on Leading in Turbulent Times 2003: 1
- How do Firms Learn from their Experience? National Science Foundation 2003
- Austrian Insights on Strategic Organization: From Market Insights to Implications for Firms Strategic Organization 2003
- A Review of Research on Real Options 2003
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Integrating knowledge in groups: How formal interventions enable flexibility
ORGANIZATION SCIENCE
2002; 13 (4): 370-386
View details for Web of Science ID 000176765900002
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Has strategy changed?
MIT SLOAN MANAGEMENT REVIEW
2002; 43 (2): 88-?
View details for Web of Science ID 000173375300019
- Strategy as Simple Rules Harvard Business Review Advances in Strategy 2002
- Organizational Complexity and Computation Companion to Organizations 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 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 edited by Schoonhoven, C. B., Romanelli, E. 2002: 1
- Lillie Fund for Joint Research between SOE and GSB 2002
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Architectural innovation and modular corporate forms
ACADEMY OF MANAGEMENT JOURNAL
2001; 44 (6): 1229-1249
View details for Web of Science ID 000173263500010
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The hound revisited
ACADEMY OF MANAGEMENT REVIEW
2001; 26 (3): 350-351
View details for Web of Science ID 000169921700003
- Conversations on Entrepreneurial and Innovative Strategies 2001
- Knowledge-based View of the Firm: A New Theory of Strategy? Handbook of Strategy and Management edited by Pettigrew, A., Thomas, H., Whittington, R. Sage. 2001: 1
- 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 2001
- Strategy as Simple Rules Harvard Business Review 2001
- Exploring Cross-Business Synergies 2001
- Exploring Cross-Business Synergies 2001
- Perspectives on Organizational Boundary Management 2001
- Strategy as Strategic Decision Making Strategic Thinking for the Next Economy edited by Cusumano, M., Markides, C. Jossey-Bass. 2001: 1
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Paradox, spirals, ambivalence: The new language of change and pluralism
ACADEMY OF MANAGEMENT REVIEW
2000; 25 (4): 703-705
View details for Web of Science ID 000089960800004
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Dynamic capabilities: What are they?
CCC/Tuck Conference on the Evolution of Firm Capabilities
JOHN WILEY & SONS LTD. 2000: 1105–21
View details for Web of Science ID 000165188900009
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Coevolving - At last, a way to make synergies work
HARVARD BUSINESS REVIEW
2000; 78 (1): 91-?
View details for Web of Science ID 000087886100016
- Speed and Quality in New Product Development: An Emergent Perspective on Continuous Organizational Adaptation The Quality Movement & Organization Theory edited by Cole, R., Scott, W., R. Sage. 2000: 1
- Survival of the Swiftest Red Herring 2000
- Patching: Restitching Business Portfolios in Dynamic Markets The McKinsey Quarterly 2000
- Competing on the Entrepreneurial Edge Entrepreneurship as Strategy: Competing on the Entrepreneurial Edge edited by Meyer, G., D., Heppard, K. Sage. 2000: 1
- Excel Through Group Process The Blackwell Handbook of Principles of Organizational Behavior 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 edited by Turner, M. Lawrence Elbaum Associates, Inc.. 2000: 1
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Patching - Restitching business portfolios in dynamic markets
HARVARD BUSINESS REVIEW
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
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Introduction to the special issue: Applications of complexity theory to organization science
ORGANIZATION SCIENCE
1999; 10 (3): 233-236
View details for Web of Science ID 000082337600003
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Strategy as strategic decision making
SLOAN MANAGEMENT REVIEW
1999; 40 (3): 65-?
View details for Web of Science ID 000079836700008
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Exploring the black box: An analysis of work group diversity, conflict, and performance
ADMINISTRATIVE SCIENCE QUARTERLY
1999; 44 (1): 1-28
View details for Web of Science ID 000079452100001
- Resource Based View of the Firm 1999
- Introduction: Application of Complexity Theory to Organization Science Organization Science 1999
- Demographic Diversity in Work Groups: An Assessment of Linkages to Intragroup Conflict and Performance Administrative Science Quarterly 1999
- Organizational Change 1999
- Time Pacing: Competing in Markets That Won’t Stand Still Harvard Business Review on Managing Uncertainty Harvard Business School Press. 1999: 1
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Time pacing: Competing in markets that won't stand still
HARVARD BUSINESS REVIEW
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 1998
- Creating Opportunities for Change 1998
- How Management Teams Can Have a Good Fight The Work of Teams Harvard Business School Press. 1998: 1
- The Evolution of Intracorporate Domains: Divisional Charter Losses in High-Technology, Multidivisional Corporations Managing in Times of Disorder edited by Ilinitch, A., Lewin, A., D’Aveni, R. Sage Publications. 1998: 1
- Stanford Computer Industry Project Alfred P. Sloan Foundation 1998
- What Matters Most to Me 1998
- Conflict and Strategic Choice: How Top Management Teams Disagree Navigating Change edited by Hambrick, D., Nadler, D., Tushman, M. Harvard Business School Press. 1998: 1
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How management teams can have a good fight
HARVARD BUSINESS REVIEW
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
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The art of continuous change: Linking complexity theory and time-paced evolution in relentlessly shifting organizations
ADMINISTRATIVE SCIENCE QUARTERLY
1997; 42 (1): 1-34
View details for Web of Science ID A1997WX55400001
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Conflict and strategic choice: How top management teams disagree
CALIFORNIA MANAGEMENT REVIEW
1997; 39 (2): 42-?
View details for Web of Science ID A1997WK66000003
- Induction in Management Theory 1997
- Conflict and Strategic Choice: How Top Management Teams Disagree California Management Review 1997
- How Management Teams Can Have a Good Fight Harvard Business Review 1997
- Speed and Quality in Product Development 1997
- Gaps in the Resource-Based View of the Firm 1997
- Strategic Decisions and All that Jazz Business Strategy Review 1997
- Taming Interpersonal Conflict in Strategic Choice: How Top Management Teams Argue, But Still Get Along Strategic Decisions: Context, Process, and Outcomes edited by Papadakis, V., Barwise, P. Kluwer Academic Publishers. 1997: 1
- Strategic Decision Making as Improvisation Strategic Decisions: Context, Process, and Outcomes edited by Papadakis, V., Barwise, P. Kluwer Academic Publishers. 1997: 1
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The evolution of intracorporate domains: Divisional charter losses in high-technology, multidivisional corporations
ORGANIZATION SCIENCE
1996; 7 (3): 255-282
View details for Web of Science ID A1996VU28200004
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Resource-based view of strategic alliance formation: Strategic and social effects in entrepreneurial firms
ORGANIZATION SCIENCE
1996; 7 (2): 136-150
View details for Web of Science ID A1996VU27600003
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Environmental embeddedness and the constancy of corporate strategy
ADVANCES IN STRATEGIC MANAGEMENT
1996; 13: 187-214
View details for Web of Science ID A1996WY33500009
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Effects of founding conditions on the creation of manufacturing alliances in semiconductor ventures
13th Annual International Conference of the Strategic-Management-Society - Strategic Integration
JOHN WILEY & SONS LTD. 1996: 365–394
View details for Web of Science ID A1996BH13N00019
- The Evolution of Intracorporate Domains: Losing Divisional Charters in High-Technology, Multidivisional Corporations Organization Science 1996
- Leveraging Product Innovation: Innocent Traps, Adaptive Organization, and Strategic Evolution 1996
- Leveraging Product Innovation 1996
- Organization of Innovation Through Strategic Alliances 1996
- How to Have Conflict and Still Get Along 1996
- Effects of Founding Conditions on the Creation of Manufacturing Alliances in Semiconductor Ventures Strategic Integration edited by Thomas, H., O’Neal, D. John Wiley and Sons. 1996: 1
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PRODUCT DEVELOPMENT - PAST RESEARCH, PRESENT FINDINGS, AND FUTURE-DIRECTIONS
ACADEMY OF MANAGEMENT REVIEW
1995; 20 (2): 343-378
View details for Web of Science ID A1995QV72600006
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ACCELERATING ADAPTIVE PROCESSES - PRODUCT INNOVATION IN THE GLOBAL COMPUTER INDUSTRY
ADMINISTRATIVE SCIENCE QUARTERLY
1995; 40 (1): 84-110
View details for Web of Science ID A1995RB36800004
- Building Theories from Case Study Research Methods for Studying Organizational Change edited by Huber, G., Van de Ven, A. Sage. 1995: 1
- Failure Mechanisms in Strategic Alliances Office of Technology Licensing 1995
- The Formation of Divisional Charters 1995
- Innovation as Core Capability: The Art of Dynamic Adaptation 1995
- Product Development: Past Research, Present Findings, and Future Directions Academy of Management Review 1995
- Cooperative Strategy in Entrepreneurial Firms: The Case of Joint Product Development Alliances in the U.S. Semiconductor Industry 1994
- Renewing the Strategy - Structure-Performance Paradigm Research in Organizational Behavior 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 edited by Bygrave, W. 1994: 1
- Triggering Strategic Alliances in Entrepreneurial Firms: The Case of Technology-Sharing Alliances 1994
- The Early Strategic Behavior of New Firms: Predicting the Formation of Strategic Alliances in Semiconductor Ventures 1993
- Entrepreneurial Environments: Incubator Region Effects on the Birth of New Technology-Based Firms High Technology Venturing edited by Gomez-Mejia, L., Lawless, M. JAI Press. 1993: 1
- Accelerating New Product Development 1993
- Top Management and Corporate Entrepreneurship in High Technology Firms: Insights from Two Empirical Studies 1993
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STRATEGIC DECISION-MAKING
STRATEGIC MANAGEMENT JOURNAL
1992; 13: 17-37
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- Accelerating Strategic Choice 1992
- Regions as Industrial Incubators of Technology-Based Ventures: Implications for Economic Development Sources of Metropolitan Growth and Development edited by Mills, E., McDonald, J. The Johns Hopkins 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 edited by Roberts, K. Sage. 1992: 1
- Strategic Decision Making Strategic Management Journal 1992
- Speed and Strategic Choice: How Managers Accelerate Decision Making, Reprinted in French, Le Manager Lent et Le Manager Rapide Annales des Mines 1992
- Organizational Economics as Just a Player, not the Team Advances in Strategic Management edited by Shrivastava, P., Huff, A., Dutton, J. JAI Press. 1992: 1
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BETTER STORIES AND BETTER CONSTRUCTS - THE CASE FOR RIGOR AND COMPARATIVE LOGIC
ACADEMY OF MANAGEMENT REVIEW
1991; 16 (3): 620-627
View details for Web of Science ID A1991FW25700007
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ORGANIZATIONAL GROWTH - LINKING FOUNDING TEAM, STRATEGY, ENVIRONMENT, AND GROWTH AMONG UNITED-STATES SEMICONDUCTOR VENTURES, 1978-1988
ADMINISTRATIVE SCIENCE QUARTERLY
1990; 35 (3): 504-529
View details for Web of Science ID A1990DY55700004
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DYNAMIC OPTIMIZATION OF CASH FLOW MANAGEMENT DECISIONS - A STOCHASTIC-MODEL
IEEE TRANSACTIONS ON ENGINEERING MANAGEMENT
1990; 37 (3): 203-212
View details for Web of Science ID A1990DW72700006
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SPEED AND STRATEGIC CHOICE - HOW MANAGERS ACCELERATE DECISION-MAKING
CALIFORNIA MANAGEMENT REVIEW
1990; 32 (3): 39-54
View details for Web of Science ID A1990DM93300004
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SPEEDING PRODUCTS TO MARKET - WAITING TIME TO 1ST PRODUCT INTRODUCTION IN NEW FIRMS
ADMINISTRATIVE SCIENCE QUARTERLY
1990; 35 (1): 177-207
View details for Web of Science ID A1990CV83400008
- Tracking Evolving Paths to Innovation: The Case of a Major Electronics Firm 1990
- Strategic Leadership in High Velocity Environments 1990
- Charting Strategic Decisions in the Microcomputer Industry: Profile of an Industry Star Managing Complexity in High Technology Organizations edited by Glinow, M., Von, Mohrman, S. Oxford. 1990: 1
- Entrepreneurs and Organizations: A Comparative Analysis of Founders' Effects on Organizational Outcomes 1990
- Strategic and 22 Organizational Evolution: A Longitudinal Study of a Major Firm 1990
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BUILDING THEORIES FROM CASE-STUDY RESEARCH
ACADEMY OF MANAGEMENT REVIEW
1989; 14 (4): 532-550
View details for Web of Science ID A1989AV14400005
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MAKING FAST STRATEGIC DECISIONS IN HIGH-VELOCITY ENVIRONMENTS
ACADEMY OF MANAGEMENT JOURNAL
1989; 32 (3): 543-576
View details for Web of Science ID A1989AN84100003
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AGENCY THEORY - AN ASSESSMENT AND REVIEW
ACADEMY OF MANAGEMENT REVIEW
1989; 14 (1): 57-74
View details for Web of Science ID A1989R834000004
- Organizational Growth: Linking Founding Team, Strategy, Environment, and Growth Among U.S. Semiconductor Ventures (1978-1988) 1989
- Making Fast Strategic Decisions 1989
- The Speed of Strategic Decisions in High Velocity Environments National Science Foundation 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 1989
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POLITICS OF STRATEGIC DECISION-MAKING IN HIGH-VELOCITY ENVIRONMENTS - TOWARD A MIDRANGE THEORY
ACADEMY OF MANAGEMENT JOURNAL
1988; 31 (4): 737-770
View details for Web of Science ID A1988R138200001
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AGENCY-THEORY AND INSTITUTIONAL-THEORY EXPLANATIONS - THE CASE OF RETAIL SALES COMPENSATION
ACADEMY OF MANAGEMENT JOURNAL
1988; 31 (3): 488-511
View details for Web of Science ID A1988P906600002
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STRATEGIC DECISION-PROCESSES IN HIGH-VELOCITY ENVIRONMENTS - 4 CASES IN THE MICROCOMPUTER INDUSTRY
MANAGEMENT SCIENCE
1988; 34 (7): 816-835
View details for Web of Science ID A1988P142000002
- The Impact of Incubator Region, Organizational and Entrepreneurial Factors on Survival and Performance of New Semiconductor Ventures National Science Foundation 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 edited by Quinn, Robert, E., Cameron, Kim, S. Ballinger. 1988: 1
- A Review of Organizational Economics Administrative Science Quarterly 1988
- Politics of Strategic Decision Making: Toward a Mid-Range Theory Academy of Management Journal 1988
- Strategic Decision Processes in High Velocity Environments: Four Cases in the Microcomputer Industry Management Science 1988
- Speeding New Products to Market 1988
- Agency- and Institutional-Theory Explanations: The Case of Retail Sales Compensation Academy of Management Journal 1988
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STRATEGIC DECISION-PROCESSES IN SILICON VALLEY - THE ANATOMY OF A LIVING DEAD
CALIFORNIA MANAGEMENT REVIEW
1987; 30 (1): 143-159
View details for Web of Science ID A1987L343500010
- Surviving the Liability of Newness: A Model for Successful Entrepreneurship in Technology-Based Ventures 1987
- Organizational Approaches to Strategy Strategic Decision Processes in Silicon Valley edited by Carroll, G. R. Ballinger. 1987: 1
- The Politics of Strategic Decision Making by Top Management Teams 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 1987
- Strategic Decision Processes in Silicon Valley: The Anatomy of a 'Living Dead' California Management Review 1987
- Top Management Teams and Their Decision Processes 1987
- Strategic Decision Processes in Silicon Valley 1987
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MANAGING ORGANIZATIONAL DECLINE - LESSONS FROM ATARI
ORGANIZATIONAL DYNAMICS
1986; 14 (4): 17-29
View details for Web of Science ID A1986D670100002
- Implementing Innovations 1986
- Survival of High Technology Start Up Companies as an Outcome of Interorganizational Networks and Ecological Conditions: A Comparison of Adaptation and Arguments 1986
- Strategic Decision Processes in High Velocity Environments: Four Cases in the Micro-computer Industry 1986
- Top Management in High Speed Environments 1986
- Implementing Advanced Manufacturing Projects 1986
- The Wrong Way to Manage Organizational Decline: Lessons from the Collapse of the Atari Corporation Organizational Dynamics 1986
- Strategic Decision Making and Top Management Teams 1986
- Introducing Innovation: A Case of Automated Manufacturing 1986
- Group Issues in the Implementation of Automation Innovations 1986
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CONTROL - ORGANIZATIONAL AND ECONOMIC APPROACHES
MANAGEMENT SCIENCE
1985; 31 (2): 134-149
View details for Web of Science ID A1985ADK3400002
- Technical Entrepreneurship Economic Impact 1985
- What Happened to Atari: Poor Environment or Bad Management? 1985
- The Wrong Way to Manage Decline: Lessons from the Collapse of the Atari Corporation 1985
- On Designing Top Management Teams 1985
- On Designing Academy of Management, San Diego, 1985. Top Management Teams 1985
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TECHNICAL ENTREPRENEURSHIP - AN INTERNATIONAL PERSPECTIVE
COLUMBIA JOURNAL OF WORLD BUSINESS
1984; 19 (4): 31-38
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- Contract Models: Theory and Empirical Test 1984
- Contract Models: Theory and Test 1984
- Job Design and Organizational Demographics 1983
- The Effects of Personnel Policies, Growth, and Technology 1983
- Organizational and Economic Approaches to Control 1983
- Two Heads are Better Than One - A Field Study of Organizational and Economic Theories of Control 1982
- Implementation of Strategy Through Control Systems 1982