Cover -- Research Methodology in Strategy and Management -- Contents -- List of Contributors -- Introduction -- Scholarship that Endures -- The Adaptive Cycle and the Organizational Typology -- A Journey of Adventure -- The Courage to Pursue Big, Broad Questions -- Making the World a Better Place -- Notes -- Theory, Practice, and Scholarship -- References -- Constructs and Construct Measurement in Upper Echelons Research -- Introduction -- Interesting? -- Valuable, Inimitable, and Rare? -- The Upper Echelons Perspective and Its Constituent Constructs -- TMT Demographics -- TMT Characteristics -- Attributes of Decision-Making Processes -- Mediating Strategy Processes -- Organizational Outcomes -- Mediating Operational Processes -- Contextual Forces -- Embedding Constructs to Create New Theory -- Crafting the Causal Story -- Link to Existing Research -- Ensure a Contribution -- Ensuring Construct Validity in UEP Research -- Determining Construct Valid Measures -- Challenges to Construct Validity -- Tests of Construct Validity -- Concluding with a Benchmark Process for Upper Echelons Research -- References -- Surveying the Corporate Elite: Theoretical and Practical Guidance on Improving Response Rates and Response Quality in Top Management Survey Questionnaires -- Determinants of Survey Response and Response Quality -- Norm of Reciprocity -- Social Proof -- Legitimacy and Authority -- Helping Norm -- Method -- Results -- Conclusion -- Acknowledgments -- References -- Managerial Constraint: The Intersection Between Organizational Task Environment and Discretion -- Construct Development and Application -- Common Roots, Different Applications -- Empirical Applications of Dess and Beard’s Task Environment -- Time Horizon -- Industry Variables -- Standardization -- Perceptual Measures -- Partial Use of Task Environment Dimensions -- Empirical Applications of Hambrick and Finkelstein’s Discretion -- Level of Analysis -- Measurement Practices -- Implications for Future Research -- Recommendations for Measurement -- Temporal Stability -- Industry Variable -- Standardization -- Potential for Omitted Variable Problems -- Net Recommendations -- Different Labels, Common Phenomenon? -- Integrating Task Environment and Discretion -- Conclusion -- Notes -- References -- Assessing the External Environment: An Enrichment of the Archival Tradition -- Background and Purpose -- Variation -- Instability -- Unpredictability -- Aggregate Versus Intra-Industry Variation -- Summary for Variation -- Complexity -- Numerosity -- Dispersion -- Heterogeneity -- Dispersion and Heterogeneity Elaborated as Proximal Complexity -- Total Complexity -- Summary for Complexity -- Discussion and Conclusion -- Implications Related to Variation -- Implications Related to Complexity -- Conclusion -- Acknowledgements -- References -- Analysis of Extremes in Management Studies -- The Prevalence of Power Laws -- Examples of Power Law Distributions in Management Studies -- Firm Growth -- Interfi.
rm Networks -- Large Firm Profits, Biotech Clusters, and Train Wrecks -- How Data Get from Gaussian to Lognormal to Pareto Distributions -- Where Do Power Laws Come From? -- Why Gaussian Statistics Can Mislead -- The Centrality of Gaussian Assumptions in Current Statistical Analysis -- Foundations of Extreme Value Theory and Statistics -- Generalized Extreme Value Distribution (GEVD) Model -- World’s Fastest Women and Men -- Home Run Kings -- A Complication: Non-homogeneity -- r-Largest Order Statistics Model (GEVD) -- Intifada Fatalities -- A Complication: Interdependent Extremes -- Threshold Exceedences Model -- U.S. Stock Market Indices -- Martha Stewart and ImClone -- A Complication: Dependent Exceedences -- Multivariate Extremes and Extremal Dependence -- Bivariate Extreme Value Distribution (BEVD) for Block Maxima -- Bivariate Extreme Value Distribution (BEVD) for Threshold Exceedences -- Conclusion -- Notes -- References -- The Role of Formative Measurement Models in Strategic Management Research: Review, Critique, and Implications for Future Research -- Introduction -- Formative and Reflective Measurement Models -- The Conceptual and Mathematical Distinctions between Formative and Reflective Measurement Models -- Relationships between First-Order Constructs and Measures -- Relationships between Higher-Order Multidimensional Constructs, Dimensions, and Measures -- Consequences of Measurement Model Misspecification -- Choosing Between Formative and Reflective Measurement Models -- Measurement of First-Order Constructs -- Measurement of Higher-Order Multidimensional Constructs -- Measurement Model Misspecification in Strategy Research -- Sample of Studies Included -- Assessment of Measurement Model Misspecification -- Examples of Mismodeled Constructs in Strategy Research -- Common Errors in Measurement Model Misspecification -- Firm Performance as a Construct Having Formative Indicators -- Conclusions and Implications for the Field of Strategy -- Notes -- Acknowledgments -- References -- Further Reading -- Individuals and Organizations: Thoughts on a Micro-Foundations Project for Strategic Management and Organizational Analysis -- Introduction -- Organizational Capabilities: A Lack of Micro-Foundations -- Metatheory: Mechanisms, Explanation and Analytical Levels -- Mechanisms and the Individual Level -- A General Model of Social Science Explanation -- Examples: Collectivism in Management Research -- Some Reasons Why Micro-Foundations are Critical -- Observation and Interventions Made at Lower Level -- Alternative Explanations -- Organizations and Strategies Resultant of Individuals -- More General Arguments -- Building Micro-Foundations: Implications for Research -- Building Bridges Between Levels -- Mode of Explanation -- Fundamental Choices in Theory-Building: Making Assumptions About Human Agency -- A Rational Choice Programme for Management? Three Pillars -- Rationality -- Choice -- Causal Mechanisms -- Practical Advice for Scholars – F.
our Important Questions in Linking Micro and Macro -- What Are Your Assumptions About Human Nature? -- How Does Something become a Collective Property? -- What are the Origins of Collective-Level Variables? -- How Does Change Occur? -- Conclusion -- Notes -- References -- Rigor and Relevance Using Repertory Grid Technique in Strategy Research -- Importance of Cognitions Research in the Strategy Field -- Overview of Past Repertory Grid Applications in the Strategy Literature and their Key Contributions to the Field -- Overview of Theoretical Foundations: Personal Construct Theory -- What is a Repertory Grid? -- Elements (Listed Vertically in the Middle of the Grid) -- Homogeneous -- Discrete and Representative -- As Short as Possible -- Previously Experienced -- Some Good Elements/Some not so Good -- Supply the Elements or Elicit the Elements -- Constructs (Elicited from Respondent and Listed Along the Rows from Left to Right) -- Rating the Grid (The Numbers in the Middle of the Grid) -- Forced Choice of Elicited Strategic Construct Poles -- A Meaningful Approach to the Grid Technique’s Reliability and to its Validity -- How to Administer the Repertory Grid Technique in Strategy Research -- Car Horse Train -- How to Read a Repertory Grid Cognitive Map -- From Individual Level to Collective Cognitions: Taking Grid Work to a Whole New Level -- How to Analyze the Resultant Collective Cognitive Maps, Focus Tree Diagrams (Cluster Analysis), and Construct Correlations -- Concluding Comments -- Acknowledgment -- Note -- References -- Studying the Dynamics of Reputation: A Framework for Research on the Reputational Consequences of Corporate Actions -- The Need for Research on the Dynamics of Reputation and the Reputational Consequences of Firm Actions -- Theoretical Perspectives on the Foundations of Reputation and the Consequences of Corporate Actions -- Reputation as a Function of Organizational Character Traits -- Reputation as a Function of Symbolic Conformity and Cultural Prominence -- Reputation as a Function of Technical Efficacy -- Reputation as a Function of Relational Status -- Some Guidelines for Conducting Dynamic, Action-Focused Studies of Corporate Reputation -- What Types of Actions Should Be Studied? -- Actions that are Interesting and Seemingly Consequential for Firms Themselves -- Actions that Appear to Send Signals about Organizational Character (or the Lack Thereof) -- Actions that Signal Organizational Conformity (or Nonconformity) with Field Level Demands -- Actions that Increase Exposure and Attention for the Firm -- Actions that Directly Affect or Credibly Claim to Affect Performance -- Actions that are Themselves Performance Signals -- Actions that Alter the Relational Status of the Firm -- Actions that Appear to Send Complex and Conflicting Signals -- What Should Scholars Aspire to Learn from Dynamic, Action-Focused Studies of Reputation? -- How Should Dynamic, Action-Focused Studies of Reputation Be Theoretically Framed? -- What.
