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The Complexity Turn : Cultural, Management, and Marketing Applications.

Author: Arch G Woodside
Publisher: Cham, Switzerland : Springer, [2017]
Edition/Format:   eBook : Document : EnglishView all editions and formats
Summary:
This book takes the reader beyond net effects and main and interaction effects thinking and methods. Complexity theory includes the tenet that recipes are more important than ingredients--any one antecedent (X) condition is insufficient for a consistent outcome (Y) (e.g., success or failure) even though the presence of certain antecedents may be necessary. A second tenet: modeling contrarian cases is useful because  Read more...
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Genre/Form: Electronic books
Additional Physical Format: Print version:
Complexity Turn.
Cham, Switzerland : Springer, [2017]
(OCoLC)957533523
Material Type: Document, Internet resource
Document Type: Internet Resource, Computer File
All Authors / Contributors: Arch G Woodside
ISBN: 3319470280 9783319470283
OCLC Number: 973764913
Description: 1 online resource
Contents: Preface; Testing Algorithms for Predictive Validity Using Additional Samples; Research Applications of Case-Based Theory and Case-Identification Hypotheses Testing; Conclusion; Appendix 1: Data for Cases 23-45; Appendix 2: Data for Cases 46-60; Contents; List of Contributors; Embracing the Complexity Turn in Management Research for Modeling Multiple Realities; 1 Introduction: Beyond Rote Applications of Regression Analysis; 2 Complexity Theory Tenets; 3 Contrarian Case Analysis; 4 Modeling Multiple Realities; 5 Conclusion; References. Taking the Complexity Turn in Strategic Management Theory and Research1 Introduction: A Seemingly Subtle but Radical Paradigm Shift; 2 Theory and Empirical Research Using Recipes; 3 Complexity Theory Bases for Management Configurations; 4 Configural Theory of Firm Realized Stratgies, Competitive Marketing Stances, and Performance Efficiencies; 4.1 Configurational Models of Firm Ingredients; 4.2 Configurational Models of Competitive Stance Ingredients; 4.3 Simple and Complex Outcome Conditions; 5 Method; 5.1 Analysis; 5.2 Consistency and Coverage Indexes; 6 Findings for the 17 Propositions. 7 Findings for Specifc Ex Ante Model Configurations8 Findings for Implemented Straties for Firms in Specific Nations; 8.1 Costa Rica; 8.2 El Salvador; 8.3 Guatemala; 8.4 Nicaragua; 8.5 Findings for Adding Competitive Advantage Feature in Implemented Strategy Models (Arrow 4 in Fig. 1); 9 Discussion, Limitations, and Conclusions; References; The Complexity Turn in Human Resources Theory and Research; 1 Introduction; 2 Employee Work-Doman Happiness and Managers ́Assessment of Employee Performance. 3 Configurational Theory of Antecedents and Outcomes of Employee Happiness-at-Work and Managerś Assessment of Job Performance3.1 General Configural Theory; 3.2 Happiness-Performance Configural Theory; 3.3 The Relevancy of Demographics to Happiness-at-Work; 3.4 Work Facet-Specifics; 3.5 Happiness-at-Work and Job Performance; 3.6 In-Role Performance (IRP) and Customer-Directed Extra-Role Performance (CDERP); 4 Method; 4.1 Survey Instruments; 4.2 Work Facet-Specific Scales; 4.3 Data Collection Procedure; 4.4 Data Analysis; 4.5 Findings. 4.6 Findings for Models for Very High Happiness and Very High Performance4.7 Very Low Happiness and Very High IRP; 4.8 IRP and CDERP; 4.9 Findings for Models for Very Low Happiness and Very Low Performance; 4.10 Work Facet-Specific and Happiness Configurational Models Relating to Negation of IRP; 4.11 Work Face-Specific Configurations for Very High and Very Low Happiness; 5 Discussion, Limitations, and Contributions; 5.1 Confirming the Four Principles of Configural Theory; 5.2 The Employee Happiness-at-Work and Managerś Assessment of Quality of Employee Performance Relationship.

Abstract:

A second tenet: modeling contrarian cases is useful because a high or low score for any given antecedent condition (X) associates with a high Y, low Y, and is irrelevant for high/low Y in some  Read more...

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