Robert Eberhart

Stanford University

Associate Director of Research

Graduate School of Business

Stanford, CA 94305

United States

SCHOLARLY PAPERS

8

DOWNLOADS
Rank 25,642

SSRN RANKINGS

Top 25,642

in Total Papers Downloads

2,154

SSRN CITATIONS

17

CROSSREF CITATIONS

5

Scholarly Papers (8)

1.

Corporate Governance Systems and Firm Value: Empirical Evidence from Japan’s Natural Experiment

Journal of Asia Business Studies, 2012, 6(2), Rock Center for Corporate Governance at Stanford University Working Paper No. 94
Number of pages: 35 Posted: 13 Jan 2011 Last Revised: 01 Oct 2013
Robert Eberhart
Stanford University
Downloads 811 (34,286)
Citation 3

Abstract:

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Corporate Governance, Japan, Committee System, Board of Directors

2.

Failure Is an Option: Institutional Change, Entrepreneurial Risk and New Firm Growth

Eberhart, R.N., C.E. Eesley, K.M. Eisenhardt. 2017 Organization Science 28(1) 93-112.
Number of pages: 39 Posted: 10 Jan 2012 Last Revised: 25 Oct 2017
Stanford University, Stanford University - Management Science & Engineering and Stanford University - Management Science & Engineering
Downloads 713 (40,858)
Citation 15

Abstract:

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entrepreneurship, institutions, Japan

3.

Institutions and Entrepreneurial Activity: The Interactive Influence of Misaligned Formal and Informal Institutions

Eesley, Charles E., et al. "Institutions and Entrepreneurial Activity: The Interactive Influence of Misaligned Formal and Informal Institutions." Strategy Science 3.2 (2018): 393-407.
Number of pages: 36 Posted: 23 May 2015 Last Revised: 05 Nov 2020
Stanford University - Management Science & Engineering, Stanford University, University of Illinois at Urbana-Champaign and University of Illinois at Urbana-Champaign - Department of Business Administration
Downloads 190 (183,035)
Citation 2

Abstract:

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Entrepreneurship, Institutional Theory, Regulatory Change, International Environments

4.

The Dark Side of Institutional Intermediaries: Junior Stock Exchanges and Entrepreneurship

Forthcoming, Strategic Management Journal
Number of pages: 39 Posted: 02 Dec 2012 Last Revised: 10 Aug 2018
Robert Eberhart and Charles E. Eesley
Stanford University and Stanford University - Management Science & Engineering
Downloads 171 (200,714)
Citation 2

Abstract:

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entrepreneurship, intermediaries, institutional theory, institutional change, institutional conflict

5.

Informal Certification: Resolving the Tension Between Lowering the Burdens of Entry and Obtaining Legitimacy

Number of pages: 37 Posted: 17 Jul 2014 Last Revised: 24 May 2016
Robert Eberhart
Stanford University
Downloads 109 (285,595)
Citation 1

Abstract:

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entrepreneurship, institutional change, entry barriers, legitimacy

6.

Institutional Change and Venture Exit: Implications for Policy

Eberhart, R., Eisenhardt, K.M., and Eesley, C. Institutional Change And Venture Exit: Implications For Policy, in 20 Years of Entrepreneurship Research - From small business dynamics to entrepreneurial growth and societal prosperity, P. Braunerhjelm, Editor. 2014, Swedish Entrepreneurship Forum 2014
Number of pages: 15 Posted: 18 Jul 2014 Last Revised: 05 Dec 2016
Stanford University, Stanford University - Management Science & Engineering and Stanford University - Management Science & Engineering
Downloads 81 (345,570)

Abstract:

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7.

What Makes a Winner? Toward Resolving the Role of Luck and Skill in Sustained CEO Performance

Number of pages: 40 Posted: 23 Aug 2016 Last Revised: 25 May 2017
Seoyoung Kim, Robert Eberhart and Daniel Erian Armanios
Santa Clara University, Stanford University and Carnegie Mellon University - Engineering & Public Policy
Downloads 79 (350,650)

Abstract:

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luck, CEO evaluation, upper-echelon theory, sustained performance, performance evaluation

8.

Japanese Firms’ Innovation Strategies in the Twenty-First Century: An Institutional View

Knowledge Perspectives of New Product Development, D.G. Assimakopoulos, E.G. Carayannis, and R. Dossani, Editors. 2012, Springer New York. p. 199-221
Posted: 23 Nov 2010 Last Revised: 20 Sep 2014
Robert Eberhart and Glenn P. Hoetker
Stanford University and University of Illinois at Urbana-Champaign - Department of Business Administration

Abstract:

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Japan, Innovation