Optimal Structure, Market Dynamism, and the Strategy of Simple Rules

By Jason P. Davis, Kathleen M. Eisenhardt, Christopher B. Bingham. 2009

752 citations recorded by the source corpus.

Subfields: Economics and Econometrics, Management Science and Operations Research, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/770e110c6945dad7e7fe6912ef00aeeab2b39b98

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Citations in the corpus

CROSSROADS - Microfoundations of Performance: Balancing Efficiency and Flexibility in Dynamic Environments (2010, background): “Rather, environmental dynamism is a multidimensional construct that can be unpacked into dimensions such as ambiguity and unpredictability (Dess and Beard 1984, Davis et al. 2009).”
Rotating Leadership and Collaborative Innovation (2011, background): “Reconciling these differences requires recombining aspects of both organizations without excessively constraining innovation with too much structure (Davis, Eisenhardt, and Bingham, 2009).”
Does familiarity foster innovation? The impact of alliance partner repeatedness on breakthrough innovations (2015, positive): “This resembles the state uncertainty or velocity dimension of uncertainty (Davis et al., 2009; Milliken, 1987).”
How a Firm's Competitive Environment and Digital Strategic Posture Influence Digital Business Strategy (2013, background): “Several IS and strategy studies highlight the need to focus on this important subset of salient industry factors (e.g., Davis et al. 2009; Keats and Hitt 1988; King and Sabherwal 1992; Pavlou and El Sawy 2006; Ray et al. 2009).”
Microfoundations of Routines and Capabilities: Individuals, Processes, and Structure (2012, neutral): “Overall, while emerging work suggests that more and less structure may be crucial to capabilities supporting heterogeneous tasks (e.g., Davis et al., 2009), the role of structure in shaping microfoundations of organizational routines and capabilities is an important area for research.”
Strategy and Uncertainty: Resource-Based View, Strategy-Creation View, and the Hybrid Between Them (2021, background): “Yet the most fundamental dimension underlying the theoretical relationship between strategic logic and performance is uncertainty (Davis et al., 2009).”
Means versus Ends in Opaque Institutional Fields: Trading off Compliance and Achievement in Sustainability Standard Adoption (2014, background): “11 Scholars have stressed the importance of designing simple rules to effectively operate in complex and dynamic contexts (Davis et al., 2009; Eisenhardt & Bhatia, 2002; Brown & Eisenhardt, 1997). institution but in line with its goals, thereby going beyond expectations (Sandholtz, 2012; Colvin &…”
Top management teams and the performance of entrepreneurial firms (2013, background): “That is, the central trade-off is the flexible capture of widely varying opportunities versus efficient execution of specific opportunities (Davis et al. 2009).”
Value from gestalt: how sequences of competitive actions create advantage for firms in nascent markets (2010, background): “Ambiguity is distinct from uncertainty, which refers to the inability to predict probabilities for specific outcomes (Davis, Eisenhardt, and Bingham, 2009).”