CROSSROADS - Microfoundations of Performance: Balancing Efficiency and Flexibility in Dynamic Environments

By Kathleen M. Eisenhardt, Nathan R. Furr, Christopher B. Bingham. Organ. Sci., 2010

750 citations recorded by the source corpus.

Subfields: Management Science and Operations Research, Organizational Behavior and Human Resource Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/7425c4b3cc95b31daee9052de98cad1e1f1c5eb8

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In Management Science and Operations Research

In Organizational Behavior and Human Resource Management

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Citations in the corpus

Balanced scorecard in SMEs: effects on innovation and financial performance (2017, positive): “This commonly experienced trade-off (Ebben and Johnson 2005; Eisenhardt et al. 2010) concerns SMEs to a great extent because those firms are highly dependent on flexible structures in their efforts to develop exploratory initiatives (Freel 2000; Glaser et al. 2015).2 This study uses a combination…”
Organizing for Fluidity? Dilemmas of New Organizational Forms (2011, background): “Post Scriptum Appreciating the thoughts of Eisenhardt et al. (2010) and, in particular, their strong emphasis on the idea of balancing, there seem to be two major challenges for advancing future organizational thinking in this direction.”
The Architecture of Dynamic Capability Research Identifying the Building Blocks of a Configurational Approach (2016, positive): “…of nature of dynamic capabilities which are specific and identifiable processes; commonalities of dynamic capabilities exist across firms Eisenhardt et al.(2010) Conceptual Literature review Microfoundations of performance in dynamic environments - balancing efficiency and flexibility…”
How marketing capabilities and current performance drive strategic intentions in international markets (2017, background): “Thus, firms may be expected to draw more heavily on their informational capabilities and try to exploit these to a greater extent both in their efficiency and marketing differentiation endeavors (Eisenhardt et al., 2010).”
Linking strategic flexibility and operational efficiency: the mediating role of ambidextrous operational capabilities (2014, background): “Hence, Eisenhardt et al. (2010) classify strategic flexibility as an important dynamic capability4 that allows effective organizations to constantly create and recombine resources in novel ways (Eisenhardt and Martin, 2000; Helfat and Peteraf, 2009; Teece et al., 1997).”
Creating value through foresight : first mover advantages and strategic agility (2015, background): “The concept of “planned learning” we develop in this paper, echoes the theme advanced recently by several prominent scholars that connects rational planning with effective adaptation [1,85].”
Exploring the Role of Leadership in Enabling Contextual Ambidexterity (2015, background): “exploitation (Smith & Lewis, 2011), others argue that leaders should focus on enabling exploration as organizations inherently drift towards exploitation over time (Eisenhardt et al., 2010).”
Paradoxes and the Nature of Ambidexterity in IT Transformation Programs (2015, background): “2010, Smith and Tushman 2005) to generate further insights into how executives can shape cognitively sophisticated “single solutions” (Eisenhardt et al. 2010) to resolve paradoxical tensions.”
Organizational Ambidexterity Through the Lens of Paradox Theory (2015, background): “This could involve for example reframing the situation (Westenholz, 1993), developing paradoxical cognition in managers as a behavioral capability (Eisenhardt et al., 2010), or a mind-set and attendant organizational processes that can address both poles of a paradox dynamically over time…”