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    Taking the complexity turn in strategic management theory and research

    Access Status
    Fulltext not available
    Authors
    Brenes, E.
    Ciravegna, L.
    Woodside, Arch
    Date
    2017
    Collection
    • Curtin Research Publications
    Type
    Book Chapter
    Metadata
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    Abstract

    This study advances the proposition that applying core tenets of complexity theory is useful for solving the "crucial problem" in strategic management- describing, explaining, and predicting firm heterogeneity. The study describes the core tenets (e.g., the necessity of constructing models for cases with relationship reversals to a significant main effect-cases occur whereby both high and low scores of an antecedent condition indicate high scores in an outcome condition; asymmetric models are necessary because the causes of successful outcomes are not the mirror opposite of the causes of unsuccessful outcomes). Constructing "somewhat precise outcomes tests" (SPOT) rather than null hypothesis statistical testing (NHST) is the principal analytic tool. The study describes asymmetric models of implemented strategy and competitive advantage for ROE, negation of ROE, and complex outcome statements for agribusiness firms (n = 247) across seven Latin America national as well as tests the predictive validities of models across specific nations for the models of sampled firms within Costa Rica, El Salvador, Guatemala, and Nicaragua. The findings support thepropositions that constructing complex antecedent statements (i.e., algorithms/configurations/ recipes/screens) are useful for indicating high performance or the negation of high performance consistently. Configural implemented strategy models have direct influences on both high and low performance outcomes, while competitive advantage models impact low, but not, high performance outcomes. Complex competitive advantage conditions contribute indirectly to high performance outcomes.

    Citation
    Brenes, E. and Ciravegna, L. and Woodside, A. 2017. Taking the complexity turn in strategic management theory and research, in Woodside, A. (ed), The Complexity Turn: Cultural, Management, and Marketing Applications, pp. 21-66. Cham, Switzerland: Springer.
    Source Title
    The Complexity Turn: Cultural, Management, and Marketing Applications
    URI
    http://hdl.handle.net/20.500.11937/54005
    DOI
    10.1007/978-3-319-47028-3_2
    Additional URLs
    http://link.library.curtin.edu.au/p?pid=CUR_ALMA51151187720001951
    Department
    School of Marketing

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