Firm responses to secondary stakeholder action C Eesley, MJ Lenox Strategic management journal 27 (8), 765-781, 2006 | 1132 | 2006 |
Defining a cognitive function decrement in schizophrenia RSE Keefe, CE Eesley, MP Poe Biological psychiatry 57 (6), 688-691, 2005 | 536 | 2005 |
Entrepreneurs from technology-based universities: Evidence from MIT DH Hsu, EB Roberts, CE Eesley Research policy 36 (5), 768-788, 2007 | 391 | 2007 |
Entrepreneurial impact: The role of MIT EB Roberts, CE Eesley Foundations and Trends® in Entrepreneurship 7 (1–2), 1-149, 2011 | 382 | 2011 |
How entrepreneurs leverage institutional intermediaries in emerging economies to acquire public resources DE Armanios, CE Eesley, J Li, KM Eisenhardt Strategic Management Journal 38 (7), 1373-1390, 2017 | 379 | 2017 |
The contingent effects of top management teams on venture performance: Aligning founding team composition with innovation strategy and commercialization environment CE Eesley, DH Hsu, EB Roberts Strategic Management Journal 35 (12), 1798-1817, 2014 | 273 | 2014 |
Are you experienced or are you talented?: When does innate talent versus experience explain entrepreneurial performance? CE Eesley, EB Roberts Strategic Entrepreneurship Journal 6 (3), 207-219, 2012 | 264 | 2012 |
Private environmental activism and the selection and response of firm targets MJ Lenox, CE Eesley Journal of Economics & Management Strategy 18 (1), 45-73, 2009 | 245 | 2009 |
Impact: Stanford University’s economic impact via innovation and entrepreneurship CE Eesley, WF Miller Foundations and Trends® in Entrepreneurship 14 (2), 130-278, 2018 | 210 | 2018 |
Social Influence in Career Choice: Evidence from a Randomized Field Experiment on Entrepreneurial Mentorship C Eesley, Y Wang Research Policy, 2017 | 181 | 2017 |
Failure Is an Option: Institutional Change, Entrepreneurial Risk, and New Firm Growth RN Eberhart, CE Eesley, KM Eisenhardt Organization Science 28 (1), 93-112, 2017 | 165 | 2017 |
Institutional barriers to growth: Entrepreneurship, human capital and institutional change C Eesley Organization Science 27 (5), 1290-1306, 2016 | 150 | 2016 |
Does institutional change in universities influence high-tech entrepreneurship? Evidence from China’s Project 985 C Eesley, JB Li, D Yang Organization Science 27 (2), 446-461, 2016 | 127 | 2016 |
Through the mud or in the boardroom: Examining activist types and their strategies in targeting firms for social change C Eesley, KA Decelles, M Lenox Strategic Management Journal 37 (12), 2425-2440, 2016 | 113 | 2016 |
Do university entrepreneurship programs promote entrepreneurship? CE Eesley, YS Lee Strategic Management Journal 42 (4), 833-861, 2021 | 104 | 2021 |
Neurocognitive Impairments. RSE Keefe, CE Eesley American Psychiatric Publishing, Inc., 2006 | 62 | 2006 |
Platform governance and the rural–urban divide: Sellers' responses to design change WW Koo, CE Eesley Strategic Management Journal 42 (5), 941-967, 2021 | 60 | 2021 |
Institutions and entrepreneurial activity: The interactive influence of misaligned formal and informal institutions CE Eesley, RN Eberhart, BR Skousen, JLC Cheng Strategy Science 3 (2), 393-407, 2018 | 60 | 2018 |
The persistence of entrepreneurship and innovative immigrants YS Lee, C Eesley Research Policy 47 (6), 1032-1044, 2018 | 58 | 2018 |
For startups, adaptability and mentor network diversity can be pivotal: Evidence from a randomized experiment on a MOOC platform CE Eesley, L Wu MIS Quarterly, forthcoming, 2019 | 49 | 2019 |