Funded by grants from the National Science Foundation, the Ford Foundation and the Alfred P. Sloan Foundation, Acker investigates in The COVID Data Infrastructure Builders project how community membership, work practices, and technical tools serve to support knowledge production about the COVID crisis Unpublished Doctoral dissertation, Boston University, Boston, MA. Working Paper #–71, Sloan School of Manage-ment, Massachusetts Institute of Technology. Kolb, D. A. Experiential About the Foundation We fund research and education in science, technology, engineering, mathematics and economics Founded in by industrialist Alfred P. Sloan Jr., the Foundation is a not-for-profit grantmaking institution that supports high quality, impartial scientific research; fosters a robust, diverse scientific workforce; strengthens public understanding and engagement with science
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Kathleen Eisenhardt is the Stanford W. Ascherman M. Professor and a faculty member in the Stanford Technology Ventures Program. Terry Book Award for outstanding contribution to management thinking and an Amazon Top 10 Annual Business and Investing book. Professor Eisenhardt is also author of over articles in research and business journals, and the first author featured in Harvard Business Review's OnPoint collection.
She has been a Distinguished Visiting Professor with Insead's Entrepreneurship and Family Enterprise area. Professor Eisenhardt's research focus is strategy and organization, especially in technology-based companies and high-velocity industries. She is currently studying the use of "simple rules" heuristics, strategic interaction in new markets and ecosystems, strategy making in marketplaces, and business model design.
She often uses multi-case theory building methods and more recently machine learning for theory building. She has received the career Scholarly Contribution Award alfred p sloan doctoral dissertation the Academy of Management and the Global Award for Entrepreneurship Research. She has been honored by many other awards including the Irwin Award for her contributions in strategy, the Distinguished Scholar Award from the Organization Theory and Management OMT and Technology and Innovation Management TIM divisions, the ASQ Scholarly Contribution award for the most influential paper five years after publication, and Strategic Management Society's Schendel Best Paper prize.
Professor Eisenhardt consults at senior levels with firms in industries ranging from Internet, telecommunications, software, and biotech to agribusiness, semiconductors, and clean tech. Professor Eisenhardt was elected a Fellow of the Academy of Management and of the Strategic Management Society, and is an INFORMS member. She has served on the editorial boards of ASQ, Organization Science, Academy of Management Journal, Academy of Management Review, Strategic Management Journal and Strategic Entrepreneurship Journal.
She has been a Fellow of the World Economic Forum Davosa member of General Motors' Science Advisory Committee, and a board member of MWH Global, an international engineering design and construction firm. She serves on the Advisory Board of Start-Up Chile, alfred p sloan doctoral dissertation. Eisenhardt received her B. in Mechanical Engineering Brown University, cum laude and with honors, alfred p sloan doctoral dissertation.
She holds an M. in computer science. Her Ph. is from Stanford's Graduate School of Business, alfred p sloan doctoral dissertation.
Professor Eisenhardt has several honorary degrees including from London Business School, Aalto University, Chalmers University of Technology. Theoretical approaches: Cognition, complexity, learning, and organizational theories Methods: Multi-case Theory Building as well as machine learning, simulation, and econometrics Recent research: Business model design, strategy as "simple rules" heuristics, strategic interaction in novel markets and ecosystems, strategy in marketplaces, communities v, alfred p sloan doctoral dissertation.
firm organizational forms. View details for DOI View details for Web of Science ID In turbulent markets, businesses and opportunities are constantly falling out of alignment. New technologies and emerging markets create fresh opportunities. Alfred p sloan doctoral dissertation markets produce more.
And of course, some markets fade. In this landscape of continuous flux, it's more important to build corporate-level strategic processes that enable dynamic repositioning than it is to build any particular defensible position. That's why smart corporate strategists use patching, a process of mapping and remapping business units to create a shifting mix of highly focused, tightly aligned businesses that can respond to changing market opportunities.
Patching is not just another name for reorganizing; patchers have a distinctive mindset. Traditional managers see structure as stable; patching managers believe structure is inherently temporary. Traditional managers set corporate strategy alfred p sloan doctoral dissertation, but patching managers keep the organization focused on the right set of business opportunities and let strategy emerge from individual businesses.
Although the focus of patching is flexibility, alfred p sloan doctoral dissertation, the process itself follows a pattern. Patching changes are usually small in scale and made frequently. Patching should be done quickly; the emphasis is on getting the patch about right and fixing problems later. Patches should have a test drive before they're formalized but then be tightly scripted after they've been announced.
And patching won't work without the right infrastructure: modular business units, fine-grained and complete unit-level metrics, and companywide compensation parity. The authors illustrate how patching works and point out some common stumbling blocks. View details for PubMedID Most companies change in reaction to events such as moves by the competition, shifts in technology, or new customer demands.
In fairly stable markets, "event pacing" is an effective way to deal with change. But successful companies in rapidly changing, intensely competitive industries take a different approach. They change proactively, through regular deadlines.
The authors call this strategy time pacing. Like a metronome, time pacing creates a rhythm to which managers can synchronize the speed and intensity of their efforts. Time pacing creates a relentless sense of urgency around meeting deadlines and concentrates people on a common set of goals. Its predictability also provides people with a sense of control in otherwise chaotic markets.
The authors show how companies such as Banc One, Cisco Systems, Dell Computer, Emerson Electric, Gillette, Intel, Netscape, alfred p sloan doctoral dissertation, Shiseido, and Sony implement the two essentials of time pacing. The first is managing transitions--the shift, for example, from one new-product-development project to the next. The second is setting the right rhythm for change.
Companies that march to the rhythm of time pacing build momentum, and companies that effectively manage transitions sustain that momentum without missing important beats. Top-level managers know that conflict over issues is natural and even necessary.
Management teams that challenge one another's thinking develop a more complete understanding of their choices, create a richer range of options, and make better decisions. But the challenge--familiar to anyone who has ever been part of a management team--is to keep constructive conflict over issues from degenerating into interpersonal conflict.
From their research on the interplay alfred p sloan doctoral dissertation conflict, politics, and speed in the decision--making process of management teams, alfred p sloan doctoral dissertation, the authors have distilled a set of six tactics characteristic of high-performing teams: They work with more, rather than less, information.
They develop multiple alternatives to enrich debate. The establish common goals. They make an effort to inject humor into the workplace. They alfred p sloan doctoral dissertation a balanced corporate power structure. They resolve issues without forcing a alfred p sloan doctoral dissertation. These tactics work because they keep conflict focused on issues; foster collaborative, rather than competitive, alfred p sloan doctoral dissertation, relations among team members; and create a sense of fairness in the decision-making process.
Without conflict, groups lose their effectiveness. Managers often become withdrawn and only superficially harmonious. The alternative to conflict is not usually agreement but rather apathy and disengagement, which open the doors to a primary cause of major corporate debacles: groupthink.
View details alfred p sloan doctoral dissertation Web of Science ID AXG View details for Web of Science ID AWX View details for Web of Science ID AWK View details for Web of Science ID AVU View details for Web of Science ID AWY View details for Web of Science ID ABH13N View details for Web of Science ID AQV View details for Web of Science ID ARB View details for Web of Science ID AKZ View details for Web of Science ID AFW View details for Web of Science ID ADY View details for Web of Science ID ADW View details for Web of Science ID ADM View details for Web of Science ID ACV View details for Web of Science ID AAV View details for Web of Science ID AAN View details for Web of Science ID AR View details for Web of Science ID AP View details for Web of Science ID AL View details for Web of Science ID AD View details for Web of Science ID AADK View details for Web of Science ID AAHE Kathleen Eisenhardt Stanford W.
Ascherman, M. Professor in the School of Engineering Management Science and Engineering. Tab Menu. Bio Kathleen Eisenhardt is the Stanford W. Academic Appointments Professor, Management Science and Engineering. Affiliate, Stanford Woods Institute for the Environment.
Administrative Appointments Member, CUFUA - Present. John Fayerweather Eminent Scholar Award, Academy of International Business
Engineering professor named Alfred P. Sloan Research Fellow
, time: 1:09Doctoral Scholars Program - Southern Regional Education Board
Kathleen Eisenhardt is part of Stanford Profiles, official site for faculty, postdocs, students and staff information (Expertise, Bio, Research, Publications, and more). The site facilitates research and collaboration in academic endeavors An ylide [ILL-id] containing this element is reacted with an aldehyde or ketone to produce an alkene in one organic synthesis. That reaction, the Wittig, uses a reactant including this element bonded to three benzene groups, P-P-h Name this element, found in white and red varieties, with atomic number 15 Funded by grants from the National Science Foundation, the Ford Foundation and the Alfred P. Sloan Foundation, Acker investigates in The COVID Data Infrastructure Builders project how community membership, work practices, and technical tools serve to support knowledge production about the COVID crisis
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