The new logic in building isomorphic theory of management decision realities

Abstract

Purpose-This article describes ethnographic theory and research that maintains the integrity of the individual case while generalizing to multiple cases in research on management decisions. The study aims to provoke and prod management decision researchers to employ ethnographic research tools rather than relying only or mainly on the dominant logic of variable-based empirical positivism. Design/methodology/approach-Details of two studies of multiple cases in two task environments inform explicit statements of the principles necessary for bridging the gap between management decision practice and research. Six principles serve as pillars for this bridge. Findings-Averages mislead. Partial regression coefficients inform about the impact of variables but mislead in hinting at the sufficiency of individual variables for all cases when high or low values on any one variable are not sufficient or necessary for a high or low outcome on a dependent variable. Research on management decisions must maintain the integrity of the individual case in analyzing and reporting findings on management decisions. Research tools are available now to accomplish these principles. Research limitations/implications-Get out and into task environments of management decision makers and collect multiple rounds of emic-etic-emic-etic interpretations of management decision processes and outcomes. Go to fsQCA.com to learn how to do qualitative Post-print version of an article published in Management Decision 50(5): 765-777.

Cooperative learning in creating and managing joint ventures

“…In effect, a confident atmosphere enables cooperation to flow more freely with fewer conflicts, and it attempts to provide better solutions to unforeseen problems that appear (Hoffmann & Schaper-Rinkek, 2001;Woodside, Ko &Huan, 2012). Creating trust fosters desirable behaviour, which in turn, improves conflict resolution (Mohr & Spekman, 1994;Ring & Van de Ven, 1994).…”

On the use of qualitative comparative analysis in management

“…Second, by highlighting the relevance of the use of QCA in specific management domains such as marketing (Kent, 2009a;2009b;Woodside & Zhang, 2012), public management (Kitchener et al, 2002), leadership (Ford et al, 2013), B to B decision-making (Woodside & Baxter, 2013), and configurations/typologies of organizations (Fiss, 2007;. Third, by identifying the specificities of QCA's own empirical processes (Duşa, 2007;Woodside, 2011;Woodside et al, 2012 (Greckhamer et al, 2013;Fiss et al, 2013).…”

“…Within this debate, QCA helps to address some of the criticisms of qualitative (Öz, 2004;Woodside et al, 2012) and quantitative studies (Greckhamer et al, 2008;Kent, 2009a;2009b;Woodside, 2011) by achieving better generalization and accuracy (Woodside, 2010).…”

An impact-oriented implementation approach in business marketing research

“…Its underlying variable-based logic and general use of extensive crosssectional data produce 'average results', which do not match the realities of strategic-level decision-making or organizational-change projects (Woodside et al, 2012a).…”

“…These areas include key account management, customer relationship management, solution selling, and value-based selling, the discourse being stuck on identifying the headings of sets of activities that the 'managerial implications sections' claim need to be addressed in order to achieve measurable, implemented benefits. However, this 'meta research' remains largely silent about the necessary managerial activities their detailed contents, and the protocols for carrying them out in a world of complex interactions (Woodside, Ko, & Huan, 2012a;Woodside et al, 2012b).…”