Comparative Causal Analysis in Processual Strategy Research: A Study of Causal Mechanisms in Organizational Decline and Turnarounds

Abstract

The lack of systematic methods for reducing the complex reality has hampered many of the contributions that processual research might have produced. This paper presents a methodology for processual strategy research that offers a systematic approach for causal explanation across complex sequences of events and enables theorization about underlying causal mechanisms driving the processes. In addition, a comparative analysis of two organizational decline and turnaround processes is presented in order to illuminate how the methodology is able to generate a substantial advancement in knowledge by indicating the causal mechanisms underlying the decline and turnaround processes. The findings show that the turnaround is produced by four causal mechanisms that cumulatively and interdependently work against the mechanism of decline.

Citation

Pajunen, K. (2005), "Comparative Causal Analysis in Processual Strategy Research: A Study of Causal Mechanisms in Organizational Decline and Turnarounds", Szulanski, G., Porac, J. and Doz, Y. (Ed.) Strategy Process (Advances in Strategic Management, Vol. 22), Emerald Group Publishing Limited, Leeds, pp. 415-456. https://doi.org/10.1016/S0742-3322(05)22014-4