Rational heuristics: the ‘simple rules’ that strategists learn from process experience

By Christopher B. Bingham, Kathleen M. Eisenhardt. 2011

761 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/b8c5e53cb25bacdf226f49c8ee2737d38308a103

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In Strategy and Management

Citations in the corpus

Learning Sequences: Their Existence, Effect, and Evolution (2012, background): “…not only how learning occurs in entrepreneurial firms and in dynamic environments (Bingham, 2009; Bingham & Kahl, 2012), but also what is learned (Bingham & Eisenhardt, 2011), the impact of that learned content (Bingham, Eisenhardt, & Furr, 2007; Davis, Eisenhardt, & Bingham, 2009; Eisenhardt,…”
The theory contribution of case study research designs (2017, background): “‘‘Thus, we combined theory elaboration (Lee 1999) and theory generation (Eisenhardt 1989)’’ (Bingham and Eisenhardt 2011: 1448).”
The Mind in the Middle: Taking Stock of Affect and Cognition Research in Entrepreneurship (2015, neutral): “…integrated constructs such as bricolage (Baker & Nelson, 2005; Philips & Tracey, 2007), effectuation (Perry, Chandler & Markova, 2012; Sarasvathy, 2001) and learning capabilities (e.g., Bingham & Eisenhardt, 2011; Corbett, 2007) that have been induced from prior studies of entrepreneurs in action.”
Using Theory Elaboration to Make Theoretical Advancements (2017, background): “Two of the articles explicitly adopting such a perspective are among the most cited articles published in AMJ in the past 10 years (AMJ, 2016; Greenwood & Suddaby, 2006; Maguire, Hardy, & Lawrence, 2004), and one of the SMJ articles explicitly adopting the theory elaboration perspective is the top-c”
International Entrepreneurship: Exploring the Logic and Utility of Individual Experience through Comparative Reasoning Approaches (2014, background): “…accumulation of expertise on a very specific type of internationalization Page 24 of 45 process (e.g. export development) therefore supporting efficient and rapid internationalization decisions based on learned, transferred and agreed heuristics (Bingham and Eisenhardt, 2011; Bingham et al., 2007).”
Social Influence Opportunity Recognition, Evaluation, and Capitalization: Increased Theoretical Specification Through Political Skill’s Dimensional Dynamics (2018, background): “As individuals move through the opportunity recognition, evaluation, and capitalization processes, they are likely to take into account the successes and failures they have experienced in the past when selecting actions (cf. Bingham & Eisenhardt, 2011).”
Microfoundations of Routines and Capabilities: Individuals, Processes, and Structure (2012, positive): “In a recent multiple case study, Bingham and Eisenhardt (2011) show that as firms gain task experience, executives involved changed the structure of heuristics, thereby simplifying the decision rules underlying internationalizing decisions.”
To Shape or Adapt: Knowledge Problems, Epistemologies, and Strategic Postures under Knightian Uncertainty (2020, methodology): “…of strategy making under uncertainty by integrating ideas from research in strategy and entrepreneurship, bridging the work on adaptation (Bingham & Eisenhardt, 2011; Thomke, 1998; Teece et al., 1997) and market creation and transformation (Cattani et al., 2018; Dalpiaz et al., 2016; Gavetti et…”
Parallel Play: Startups, Nascent Markets, and Effective Business-model Design (2019, background): “Other research emphasizes learning and evolutionary adjustment (Baker and Nelson, 2005; Gavetti, Levinthal, and Rivkin, 2005; Bingham and Eisenhardt, 2011).”
Strategy and Uncertainty: Resource-Based View, Strategy-Creation View, and the Hybrid Between Them (2021, background): “For example, Bingham and Eisenhardt (2011) describe six ventures that faced the high uncertainty of entering nascent international markets with novel products.”