Hit papers significantly outperform the citation benchmark for their cohort. A paper qualifies
if it has ≥500 total citations, achieves ≥1.5× the top-1% citation threshold for papers in the
same subfield and year (this is the minimum needed to enter the top 1%, not the average
within it), or reaches the top citation threshold in at least one of its specific research
topics.
Building Theories from Case Study Research
198918.5k citationsKathleen M. EisenhardtAcademy of Management Reviewprofile →
Building Theories from Case Study Research
198911.9k citationsKathleen M. EisenhardtAcademy of Management Reviewprofile →
Theory Building From Cases: Opportunities And Challenges
200711.2k citationsKathleen M. Eisenhardt, Melissa E. GraebnerAcademy of Management Journalprofile →
Dynamic capabilities: what are they?
20009.8k citationsKathleen M. Eisenhardt, Jeffrey A. MartinStrategic Management Journalprofile →
Agency Theory: An Assessment and Review
19896.6k citationsKathleen M. EisenhardtAcademy of Management Reviewprofile →
Countries citing papers authored by Kathleen M. Eisenhardt
Since
Specialization
Citations
This map shows the geographic impact of Kathleen M. Eisenhardt's research. It shows the number of citations coming from papers published by authors working in each country. You can also color the map by specialization and compare the number of citations received by Kathleen M. Eisenhardt with the expected number of citations based on a country's size and research output (numbers larger than one mean the country cites Kathleen M. Eisenhardt more than expected).
Fields of papers citing papers by Kathleen M. Eisenhardt
This network shows the impact of papers produced by Kathleen M. Eisenhardt. Nodes represent research fields, and links connect fields that are likely to share authors. Colored nodes show fields that tend to cite the papers produced by Kathleen M. Eisenhardt. The network helps show where Kathleen M. Eisenhardt may publish in the future.
Co-authorship network of co-authors of Kathleen M. Eisenhardt
This figure shows the co-authorship network connecting the top 25 collaborators of Kathleen M. Eisenhardt.
A scholar is included among the top collaborators of Kathleen M. Eisenhardt based on the total number of
citations received by their joint publications. Widths of edges
represent the number of papers authors have co-authored together.
Node borders
signify the number of papers an author published with Kathleen M. Eisenhardt. Kathleen M. Eisenhardt is excluded from
the visualization to improve readability, since they are connected to all nodes in the network.
Eesley, Charles E., et al.. (2020). Entrepreneurship in Dynamic Environments: A Comparison Between the U.S. and China. SSRN Electronic Journal.3 indexed citations
4.
Gehman, Joel, Vern Glaser, Kathleen M. Eisenhardt, et al.. (2017). Finding Theory-Method Fit: A Comparison of Three Qualitative Approaches to Theory Building. SSRN Electronic Journal.1 indexed citations
5.
Pahnke, Emily Cox, Riitta Katila, & Kathleen M. Eisenhardt. (2015). Who Takes You to the Dance? How Partners’ Institutional Logics Influence Innovation in Young Firms. SSRN Electronic Journal.
6.
Eberhart, Robert, Kathleen M. Eisenhardt, & Charles E. Eesley. (2014). INSTITUTIONAL CHANGE AND VENTURE EXIT: IMPLICATIONS FOR POLICY. SSRN Electronic Journal.1 indexed citations
7.
Bingham, Christopher B., Nathan Furr, & Kathleen M. Eisenhardt. (2014). The opportunity paradox. MIT Sloan management review. 56(1). 12.7 indexed citations
8.
Davis, Jason P. & Kathleen M. Eisenhardt. (2011). Rotating Leadership and Collaborative Innovation: Recombination Processes in Symbiotic Relationships. SSRN Electronic Journal.25 indexed citations
9.
Davis, Jason P., Kathleen M. Eisenhardt, & Christopher B. Bingham. (2009). Optimal Structure, Market Dynamism, and the Strategy of Simple Rules. SSRN Electronic Journal.21 indexed citations
10.
Eisenhardt, Kathleen M. & Melissa E. Graebner. (2007). Theory Building From Cases: Opportunities And Challenges. Academy of Management Journal. 50(1). 25–32.11151 indexed citations breakdown →
11.
Davis, Jason P., Kathleen M. Eisenhardt, & Christopher B. Bingham. (2007). Developing Theory Through Simulation Methods. Academy of Management Review. 32(2). 480–499.736 indexed citations breakdown →
12.
Davis, Jason P., Kathleen M. Eisenhardt, & Christopher B. Bingham. (2006). Developing Theory Through Simulation Methods. SSRN Electronic Journal.20 indexed citations
13.
Eisenhardt, Kathleen M.. (2002). Has Strategy Changed. MIT Sloan management review. 43(2). 88–91.64 indexed citations
14.
Eisenhardt, Kathleen M.. (2000). Coevolving : At last, a way to make synergies work. Harvard business review. 78(1). 91–102.162 indexed citations
15.
Eisenhardt, Kathleen M. & Jeffrey A. Martin. (2000). Dynamic capabilities: what are they?. Strategic Management Journal. 21(10-11). 1105–1121.9808 indexed citations breakdown →
16.
Eisenhardt, Kathleen M.. (1999). Strategy as Strategic Decision Making. 40(3). 65–72.224 indexed citations
17.
Eisenhardt, Kathleen M., et al.. (1997). Potencie el conflicto y el desacuerdo en los equipos de alta dirección. Harvard-Deusto business review. 12–26.
18.
Eisenhardt, Kathleen M., et al.. (1995). Product Development: Past Research, Present Findings, and Future Directions. Academy of Management Review. 20(2). 343–343.818 indexed citations breakdown →
19.
Eisenhardt, Kathleen M.. (1989). Building Theories from Case Study Research. Academy of Management Review. 14(4). 532–532.11905 indexed citations breakdown →
20.
Eisenhardt, Kathleen M.. (1989). Building Theories from Case Study Research. Academy of Management Review. 14(4). 532–550.18470 indexed citations breakdown →
Rankless uses publication and citation data sourced from OpenAlex, an open and comprehensive
bibliographic database. While OpenAlex provides broad and valuable coverage of the global
research landscape, it—like all bibliographic datasets—has inherent limitations. These include
incomplete records, variations in author disambiguation, differences in journal indexing, and
delays in data updates. As a result, some metrics and network relationships displayed in
Rankless may not fully capture the entirety of a scholar's output or impact.