Kathleen Eisenhardt made numerous theoretical and methodological contributions to the fields of entrepreneurship, organization theory, and strategy. This interview focuses on her perspectives on how organizations in high-velocity environments can navigate technological uncertainties in fast-paced markets. In addition to clarifying her research contributions, she provides rare insight into her own academic development, her belief in teaching and mentoring, and her stance on intriguing issues future research should address.
BinghamC. B.EisenhardtK. M. (2011). Rational heuristics: The “simple rules” that strategists learn from process experience. Strategic Management Journal, 32, 315-334.
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BinghamC. B.EisenhardtK. M.FurrN. R. (2007). What makes a process a capability? Heuristics, strategy, and effective capture of opportunities. Strategic Entrepreneurship Journal, 1, 27-47.
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BourgeoisL. J.IIIEisenhardtK. M. (1988). Strategic decision processes in high velocity environments: Four cases in the microcomputer industry. Management science, 34, 816-835.
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BrownS. L.EisenhardtK. M. (1997). The art of continuous change: Linking complexity theory and time-paced evolution in relentlessly shifting organizations. Administrative Science Quarterly, 42, 1-34.
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CohenM. D.MarchJ. G.OlsenJ. P. (1972). A garbage can model of organizational choice. Administrative Science Quarterly, 17, 1-25.
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DavisJ. P.EisenhardtK. M.BinghamC. B. (2007). Developing theory through simulation methods. Academy of Management Review, 32, 480-499.
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DavisJ. P.EisenhardtK. M.BinghamC. B. (2009). Optimal structure, market dynamism, and the strategy of simple rules. Administrative Science Quarterly, 54, 413-452.
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EisenhardtK. M. (1985). Control: Organizational and economic approaches. Management Science, 31, 134-149.
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EisenhardtK. M. (1988). Agency- and institutional-theory explanations: The case of retail sales compensation. Academy of Management Journal, 31, 488-511.
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EisenhardtK. M. (1989a). Agency theory: An assessment and review. Academy of Management Journal, 14, 57-74.
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EisenhardtK. M. (1989b). Building theories from case study research. Adacemy of Management Review, 14, 532-550.
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EisenhardtK. M.BourgeoisL. J.III (1988). Politics of strategic decision making in high-velocity environments: Toward a midrange theory. Academy of management journal, 31, 737-770.
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EisenhardtK. M.GraebnerM. E. (2007). Theory building from cases: Opportunities and challenges. Academy of Management Journal, 50, 25-32.
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GargS.EisenhardtK. M. (2017). Unpacking the CEO–board relationship: How strategy making happens in entrepreneurial firms. Academy of Management Journal, 60, 1828-1858.
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GlaserB.StraussA. (1967). Grounded theory: The discovery of grounded theory. The Journal of the British Sociological Association, 12, 27-49.
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HannanM. T.FreemanJ. (1977). The population ecology of organizations. American Journal of Sociology, 82, 929-964.
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KahnemannD.TverskyA. (1979). An analysis of decision under risk. Econometrica, 47, 263-292.
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MeyerJ. W.RowanB. (1977). Institutionalized organizations: Formal structure as myth and ceremony. American Journal of Sociology, 83, 340-363.
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PfefferJ.SalancikG. R. (1978). The external control of organizations. New York, NY: Harper & Row.
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SullD.EisenhardtK. M. (2015). Simple rules: How to thrive in a complex world. New York, NY: Houghton Mifflin Harcourt.
