Using Boolean- and Fuzzy-Logic-Based Methods to Analyze Multiple Case Study Evidence in Management Research

Öz, Özlem

doi:10.1177/1056492603260739

Cited by 16 publications

(8 citation statements)

References 22 publications

(33 reference statements)

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“…While prior research has certainly acknowledged the systemic nature of the Diamond Model and other elements within a nation (e.g., Öz, ), its configurational nature remains unclear. Therefore, we seek to shed light on these interplays among elements of the Diamond Model, MNE penetration, and governance quality using set‐theoretic methods (Ragin, ).…”

Section: Theoretical Frameworkmentioning

confidence: 99%

“…The essence of national competitiveness Prior inquiries have conceptualized and measured national competitiveness in many ways (McFetridge, 1995;Berger, 2008). Scholars have utilized national export performance (Grein and Craig, 1996), national productivity (Moon et al, 1998), firm-level foreign sales (Rugman et al, 2012), and industry-level performance metrics (Öz, 2004;Pajunen and Airo, 2013;Sakakibara and Porter, 2001;Järvinen et al, 2009). While nations do not go 'out of business' when performing poorly (Krugman, 1994), relative success on various country-level competitiveness outcomes can be observed (Camagni, 2002;Dunn, 1994;Malecki, 2004).…”

Section: Theoretical Frameworkmentioning

confidence: 99%

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National Competitiveness and Porter's Diamond Model: The Role of MNE Penetration and Governance Quality

Fainshmidt

Smith

Judge

2016

Global Strategy Journal

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Plain language summary This study examines how national competitiveness, measured as productivity per worker, is fostered within an economy using a sample of 90 developed and developing economies. We build upon Porter's popular Diamond Model, but extend it by adding the quality of public governance and extent of multinational enterprise penetration as two additional elements. Our study shows that not all four elements of the original Diamond Model are required for an economy to be competitive. Instead, we find that there are four distinct paths to high levels of national competitiveness. Context for intense rivalry among firms appears in all four paths. Results also suggest that public governance quality is key to national competitiveness. The extent of multinational enterprise penetration, however, is not. Technical summary We examine Porter's Diamond Model in conjunction with multinational enterprise (MNE) penetration and governance quality as a system of elements that collectively affect national competitiveness. Utilizing fuzzy‐set analysis and data on 90 nations, we identify four configurations sufficient for high national competitiveness, all of which exhibit high governance quality as a core condition. In these four configurations, the extent of MNE penetration is either absent or does not matter, and strength in all Diamond Model elements is neither necessary nor sufficient for high national competitiveness. Uncovering these patterns allows us to advance a more comprehensive theoretical framework emphasizing public governance and the ways in which elements of the Diamond Model, governance quality, and MNE penetration combine as complements or substitutes to affect national competitiveness. Copyright © 2016 Strategic Management Society.

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Section: Theoretical Frameworkmentioning

confidence: 99%

Section: Theoretical Frameworkmentioning

confidence: 99%

National Competitiveness and Porter's Diamond Model: The Role of MNE Penetration and Governance Quality

Fainshmidt

Smith

Judge

2016

Global Strategy Journal

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“…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).…”

Section: Rekindling the Heuristic Of The Management Phenomenonmentioning

confidence: 99%

On the use of qualitative comparative analysis in management

Kan

Adegbite

Omari

et al. 2016

Journal of Business Research

114

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“…The logic and strength of the case study is configurational, meaning that different parts of the whole are understood in relation to one another and in terms of the total picture that they form (Ö z, 2004;Ragin, 2000). In order to harness this strength we introduce two sets of data.…”

Section: Impact Of Changes On Careermentioning

confidence: 99%

Organizational career development is not dead: a case study on managing the new career during organizational change

2007

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SummaryNew forms of careers have received increased attention in contemporary organizational research. A prominent focus in this research has been whether and how, in an increasingly unpredictable career environment, individuals are taking responsibility for their own career development. The implication is that career is becoming less central to organizational management practices. At the same time there is evidence that organizational changes typically described in this literature (such as delayering the organization in a quest for flexibility) have had a negative impact on career progress, resulting in resistance to change. The implication here is that career concerns are more central to organizational management practices. This in-depth qualitative case study examines whether individuals do in fact take more responsibility for their career development during times of organizational change. We also examine whether this does indeed mean that the organization takes less responsibility for career management. Our data indicate that individuals are, in fact, taking more responsibility for their own careers. At the same time we found that the organization in our case study also became more actively involved in career development and management. However, this active approach did not resemble traditional top-down career management and development. To us, the pattern of organizational and individual career development actions appear to constitute a kind of 'organizational dance,' a highly interactive mutual influence process, in which both parties are at once the agent and the target of career influence. Strengths and limitations of the study are discussed, as are directions for future research.

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Using Boolean- and Fuzzy-Logic-Based Methods to Analyze Multiple Case Study Evidence in Management Research

Cited by 16 publications

References 22 publications

National Competitiveness and Porter's Diamond Model: The Role of MNE Penetration and Governance Quality

National Competitiveness and Porter's Diamond Model: The Role of MNE Penetration and Governance Quality

On the use of qualitative comparative analysis in management

Organizational career development is not dead: a case study on managing the new career during organizational change

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