Rotating Leadership and Collaborative Innovation

By Jason P. Davis, Kathleen M. Eisenhardt. 2011

388 citations recorded by the source corpus.

Subfields: Management of Technology and Innovation, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/86f6c618d996f53fe0b19addfd2289b7915b3917

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Management of Technology and Innovation

1. Benjamin L. Hallen
2. Christopher B. Bingham
3. Nathan R. Furr
4. Riitta Katila
5. Kathleen M. Eisenhardt
6. Emily Cox Pahnke
7. Susan L. Cohen
8. Holger Patzelt

In Strategy and Management

1. Kathleen M. Eisenhardt
2. Benjamin L. Hallen
3. Nathan R. Furr
4. Christopher B. Bingham
5. Emily Cox Pahnke
6. Riitta Katila
7. Hans-Gerd Ridder
8. Susan L. Cohen

Citations in the corpus

• Who Takes You to the Dance? How Partners’ Institutional Logics Influence Innovation in Young Firms (2015, background): “Because the time frames required for technical innovation are often longer and the discovery process more open-ended (Davis and Eisenhardt, 2011), time-pacing by VCs may not enhance or may even damage technical innovation.”
• The Role of Accelerator Designs in Mitigating Bounded Rationality in New Ventures (2018, methodology): “At the accelerator level of analysis, we follow similar multiple-case, inductive studies (Davis and Eisenhardt, 2011; Hannah and Eisenhardt, 2017) that used a ‘‘homogenous’’ sampling strategy to ensure all sampled accelerators had certain theoretically relevant antecedents (Miles, Huberman, and…”
• Keep Calm and Carry On: Emotion Regulation in Entrepreneurs’ Learning from Failure (2018, background): “Learning is of critical importance for entrepreneurs in the IT industry, given that they have to rapidly adjust to globalization and technological innovation (Bingham & Davis, 2012; Davis & Eisenhardt, 2011).”
• The theory contribution of case study research designs (2017, background): “A good exemplar for this design is the investigation of technology collaborations (Davis and Eisenhardt 2011).”
• Strategy and Uncertainty: Resource-Based View, Strategy-Creation View, and the Hybrid Between Them (2021, background): “For example, Davis and Eisenhardt (2011) study R&D alliance processes between major technology-based corporations.”
• How should we divide the pie? Equity distribution and its impact on entrepreneurial teams ☆ (2015, methodology): “Consistent withmost studies using a multiple case study approach (e.g., Davis and Eisenhardt, 2011; Maurer and Ebers, 2006) the primary source of data to build our model was semi-structured interviews.”
• Shared leadership: A state-of-the-art review and future research agenda (2018, background): “This kind of shared leadership has been labelled rotated leadership (Davis & Eisenhardt, 2011; Erez, Lepine, & Elms, 2002).”
• Leadership for organizational adaptability: A theoretical synthesis and integrative framework (2018, background): “…capital) along with individual performance (e.g., human and intellectual capital) (Chambers, 2016; see also Day, Fleenor, Atwater, Sturm, and McKee, 2014; Davis and Eisenhardt, 2011; Hollenbeck and Jamieson, 2015; Janssen and van der Voort, 2016; Winby and Worley, 2014; UhlBien and Arena, 2017).”