Strategy as simple rules.

By Kathleen M. Eisenhardt, D. Sull. Harvard Business Review, 2001

969 citations recorded by the source corpus.

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Citations in the corpus

Position, leverage and opportunity: a typology of strategic logics linking resources with competitive advantage (2008, background): “, acquisition, alliance, internationalization, and product innova tion) that put the firm in an abundant flow of attractive opportunities (Eisenhardt and Sull, 2001).”
Explicating the dynamics of project capabilities (2016, background): “These ‘simple routines’ are based on structural principles and rules and relied upon to create new situationspecific knowledge, real-time experiential learning and improvisation (Daneels, 2008 and 2010; Eisenhardt and Martin, 2000; Eisenhardt and Sull, 2000).”
What to Do Next? The Case for Non-Predictive Strategy (2006, unknown): “…facilitate innovation and change, for example, through modular organizational structures that smooth signiﬁcant organizational challenges to change, and/or establish formal but simple rules that guide the evaluation and pursuit of emergent opportunities (Simon, 1993; Eisenhardt and Sull, 2001).”
Taking Strategy Seriously (2003, background): “Strategy gurus, such as Garry Hamel and Kathy Eisenhardt, were also attracted by the apparent success story and led into supporting the Enron myth (Eisenhardt & Sull, 2001; Hamel, 2000).”
Managing sustainability with the support of business intelligence: Integrating socio-environmental indicators and organisational context (2009, background): “This is in line with Eisenhardt and Sull (2001), who proposed linking the information definition phase with corporate strategic planning since BI systems are supposed to link operational and strategic dimensions of an organisation.”
New Product Development as a Complex Adaptive System of Decisions (2006, background): “The ability to generate sufficient energy will depend on the number and variety of agents, along with the decision rules that govern process coupling, structure, priorities, timing, and permissions within which agents act (Eisenhardt and Sull, 2001; Chiva-Gomez, 2004).”
Top management teams and the performance of entrepreneurial firms (2013, methodology): “I worked with Christopher Bingham and Nathan Furr in the study of simple rules (e.g., Bingham et al. 2007; Bingham and Eisenhardt 2011), building on my work with Donald Sull (Eisenhardt and Sull 2001; Sull and Eisenhardt 2012) and Shona Brown (Brown and Eisenhardt 1997, 1998).”
Who moved our cheese? Reclaiming professionalism in business education (2003, background): “But that couldn't be further from the truth (Eisenhardt, 2001).”
The entrepreneur's business model: toward a unified perspective (2005, background): “Eisenhardt and Sull (2001) discuss the concept of ‘‘strategy as simple rules’’ (see also Nelson and Winter, 1982).”
Understanding the Link Between Information Technology Capability and Organizational Agility: An Empirical Examination (2011, background): “In the face of unanticipated fleeting oppor - tunities , an overreliance on technology and formal analysis based on data and reports may paralyze managers ' ability to see opportunities and take quick moves to capture these opportunities ( Eisenhardt and Sull 2001 ; Langley 1995 ) .”
Workforce agility: the new employee strategy for the knowledge economy (2002, background): “However, organizations often have dif culty changing strategy and structure quickly enough for keeping pace with the demands of uncertainty and change (Hannan and Freeman, 1984; Eisenhardt and Sull, 2001).”