Christopher B. Bingham

Strategy and Management · 2007–2020

A researcher in the Science corpus: 13 papers; trusts 74 researchers and is trusted by 49 researchers here, as inferred from the citation graph.

Subfields

• Strategy and Management — 214 citations into it; #914 of 10,874 by trust here, #852 by citations
• Accounting — 119 citations into it; #6,420 of 8,970 by trust here, #4,459 by citations
• Management of Technology and Innovation — 93 citations into it; #1,126 of 3,602 by trust here, #1,139 by citations
• Management Science and Operations Research — 87 citations into it; #3,362 of 11,946 by trust here, #963 by citations
• Economics and Econometrics — 67 citations into it; #12,477 of 23,481 by trust here, #5,925 by citations
• Organizational Behavior and Human Resource Management — 55 citations into it; #3,372 of 8,741 by trust here, #2,773 by citations
• Sociology and Political Science — 31 citations into it; #8,056 of 22,756 by trust here, #6,087 by citations
• Finance — 20 citations into it

Whom Christopher B. Bingham trusts overall

Their strongest outbound trust, strongest first, inferred from their citations.

1. Kathleen M. Eisenhardt
2. Sarah Kaplan
3. K. Seers
4. Jan W. Rivkin
5. Giovanni Gavetti
6. Haridimos Tsoukas
7. Scott A. Shane
8. Andrew Delios
9. Violina P. Rindova
10. Christoph Zott

Who trusts Christopher B. Bingham overall

1. Kathleen M. Eisenhardt
2. Jason P. Davis
3. Erkko Autio
4. Violina P. Rindova
5. Wei Zhang
6. Teppo Felin
7. Nathan R. Furr
8. N. J. Foss
9. Philip T. Roundy
10. G. Fisher

Papers from Christopher B. Bingham's perspective

Ordered by how strongly the researchers Christopher B. Bingham trusts endorse each paper. Same corpus, a different order for every researcher.

1. Looking Forward and Looking Backward: Cognitive and Experiential Search
2. Prior Knowledge and the Discovery of Entrepreneurial Opportunities
3. Exploration and Exploitation in Organizational Learning
4. FROM SENSEMAKING IN ORGANIZATIONS
5. Strategy making in novel and complex worlds: the power of analogy
6. Beyond local search: boundary‐spanning, exploration, and impact in the optical disk industry
7. Capabilities, cognition, and inertia: evidence from digital imaging
8. Continuous “Morphing”: Competing Through Dynamic Capabilities, Form, and Function
9. DYNAMIC CAPABILITIES, WHAT ARE THEY?
10. DYNAMIC CAPABILITIES AND THE EMERGENCE OF INTRAINDUSTRY DIFFERENTIAL FIRM PERFORMANCE: INSIGHTS FROM A SIMULATION STUDY

Their papers

• Optimal Structure, Market Dynamism, and the Strategy of Simple Rules (2009) — 752 citations
• Developing Theory Through Simulation Methods (2007) — 1,143 citations
• CROSSROADS - Microfoundations of Performance: Balancing Efficiency and Flexibility in Dynamic Environments (2010) — 750 citations
• Do Accelerators Work? If So, How? (2020) — 236 citations
• Collective action and market formation: An integrative framework (2018) — 128 citations
• The Role of Accelerator Designs in Mitigating Bounded Rationality in New Ventures (2018) — 260 citations
• Do Accelerators Accelerate? A Study of Venture Accelerators as a Path to Success? (2014) — 161 citations
• The Process of Schema Emergence: Assimilation, Deconstruction, Unitization and the Plurality of Analogies (2013) — 172 citations
• Learning Sequences: Their Existence, Effect, and Evolution (2012) — 276 citations
• How firms learn heuristics: Uncovering missing components of organizational learning (2012) — 91 citations
• Rational heuristics: the ‘simple rules’ that strategists learn from process experience (2011) — 761 citations
• Oscillating improvisation: how entrepreneurial firms create success in foreign market entries over time (2009) — 133 citations
• Position, leverage and opportunity: a typology of strategic logics linking resources with competitive advantage (2008) — 145 citations