| Developing theory through simulation methods JP Davis, KM Eisenhardt, CB Bingham Academy of management review 32 (2), 480-499, 2007 | 1558 | 2007 |
| CROSSROADS—Microfoundations of performance: Balancing efficiency and flexibility in dynamic environments KM Eisenhardt, NR Furr, CB Bingham Organization science 21 (6), 1263-1273, 2010 | 1122 | 2010 |
| Optimal structure, market dynamism, and the strategy of simple rules JP Davis, KM Eisenhardt, CB Bingham Administrative science quarterly 54 (3), 413-452, 2009 | 1116 | 2009 |
| Rational heuristics: the ‘simple rules’ that strategists learn from process experience CB Bingham, KM Eisenhardt Strategic management journal 32 (13), 1437-1464, 2011 | 1048 | 2011 |
| What makes a process a capability? Heuristics, strategy, and effective capture of opportunities CB Bingham, KM Eisenhardt, NR Furr Strategic entrepreneurship journal 1 (1‐2), 27-47, 2007 | 642 | 2007 |
| Learning sequences: Their existence, effect, and evolution CB Bingham, JP Davis Academy of Management Journal 55 (3), 611-641, 2012 | 407 | 2012 |
| The role of accelerator designs in mitigating bounded rationality in new ventures SL Cohen, CB Bingham, BL Hallen Administrative Science Quarterly 64 (4), 810-854, 2019 | 377 | 2019 |
| Do accelerators accelerate? A study of venture accelerators as a path to success? BL Hallen, CB Bingham, S Cohen Academy of management proceedings 2014 (1), 12955, 2014 | 297 | 2014 |
| Do accelerators work? If so, how? BL Hallen, SL Cohen, CB Bingham Organization Science 31 (2), 378-414, 2020 | 241 | 2020 |
| The process of schema emergence: Assimilation, deconstruction, unitization and the plurality of analogies CB Bingham, SJ Kahl Academy of Management Journal 56 (1), 14-34, 2013 | 234 | 2013 |
| Strategy formation in entrepreneurial settings: Past insights and future directions TE Ott, KM Eisenhardt, CB Bingham Strategic Entrepreneurship Journal 11 (3), 306-325, 2017 | 221 | 2017 |
| Concurrent learning: How firms develop multiple dynamic capabilities in parallel CB Bingham, KH Heimeriks, M Schijven, S Gates Strategic Management Journal 36 (12), 1802-1825, 2015 | 210 | 2015 |
| Position, leverage and opportunity: a typology of strategic logics linking resources with competitive advantage CB Bingham, KM Eisenhardt Managerial and Decision Economics 29 (2‐3), 241-256, 2008 | 207 | 2008 |
| Oscillating improvisation: How entrepreneurial firms create success in foreign market entries over time CB Bingham Strategic Entrepreneurship Journal 3 (4), 321-345, 2009 | 166 | 2009 |
| How firms learn heuristics: Uncovering missing components of organizational learning CB Bingham, J Haleblian Strategic Entrepreneurship Journal 6 (2), 152-177, 2012 | 135 | 2012 |
| Collective action and market formation: An integrative framework BH Lee, J Struben, CB Bingham Strategic Management Journal 39 (1), 242-266, 2018 | 123 | 2018 |
| Superior strategy in entrepreneurial settings: Thinking, doing, and the logic of opportunity KM Eisenhardt, CB Bingham Strategy Science 2 (4), 246-257, 2017 | 114 | 2017 |
| Complexity theory, market dynamism, and the strategy of simple rules JP Davis, KM Eisenhardt, CB Bingham Proceedings of DRUID summer conference, 18-20, 2007 | 91 | 2007 |
| Capability creation: Heuristics as microfoundations CB Bingham, T Howell, TE Ott Strategic Entrepreneurship Journal 13 (2), 121-153, 2019 | 88 | 2019 |
| Response to Vuori and Vuori's commentary on “Heuristics in the strategy context” CB Bingham, KM Eisenhardt Strategic Management Journal 35 (11), 1698-1702, 2014 | 82 | 2014 |
Kathleen M. EisenhardtSW Ascherman MD Professor, Stanford UniversityVerified email at stanford.edu
