Index

Improving the Marriage of Modeling and Theory for Accurate Forecasts of Outcomes

ISBN: 978-1-78635-122-7, eISBN: 978-1-78635-121-0

ISSN: 1069-0964

Publication date: 29 January 2018

This content is currently only available as a PDF

Citation

(2018), "Index", Improving the Marriage of Modeling and Theory for Accurate Forecasts of Outcomes (Advances in Business Marketing and Purchasing, Vol. 25), Emerald Publishing Limited, Bingley, pp. 237-244. https://doi.org/10.1108/S1069-096420180000025014

Publisher

:

Emerald Publishing Limited

Copyright © 2018 Emerald Publishing Limited


INDEX

Absorptive capacity
, 172

Access to external funding
, 175

Accuracy
, 63–81

Acquirement of new customers
, 164, 186–187, 192

Age of the firm
, 169–170, 172–175, 180

Algorithm asymmetric analysis
, 86

Algorithm construction
, 15

Anomalies
, 20

explaining and modeling
, 25–26

ANOVA
, 88

Antecedent(s)

case-based versus variable-based theory construction of
, 28–34

conditional model
, 27–28

Appraisal
, 182

Asset

configuration strategy
, 165

deployment
, 164

parsimony
, 172

Asymmetric testing
, 3, 6, 8, 12, 15, 77, 86, 89, 90, 106, 110, 124, 128, 136

Average variance extracted (AVE)
, 194

Bad science practice
, 2–3

empirical management and behavior science
, 6–8

visualizing
, 8–12

Basic and Applied Social Psychology (BASP)
, 2

Boolean algebra
, 75, 88, 89, 93, 94, 104, 147, 168

Brand-building (BB) orientation
, 31, 32, 34, 36, 40, 43, 44

Branding
, 168–169, 176

Brand orientation
, 164, 166, 175, 184, 186, 190–191, 197, 211

defined
, 207

Business-to-business (B2B) marketing
, 168–169, 171, 176–179, 181, 198, 201

accurate predicting of precise outcomes in
, 63–81

asymmetric modeling in industrial marketing management
, 74

directions
, 65–67

ethnographic decision tree models and field experiments of farmers’ adoption choices
, 71–74

food stores’ buying decisions to accept versus reject new brands’ and brand extensions’
, 68–72

scientific legitimacy
, 64–65

using complexity theory
, 74–79

Business-to-customer (B2C) marketing
, 168–169, 171, 176–177, 181, 198

Calibration
, 197

Capabilities
, 161–162, 165–166

farmographics configuration effect on
, 177–180

Case-based theory construction
, 3–6, 77, 81

distinguished from variable-based theory construction
, 28–34

in human resources management, building
, 85–151

Causal asymmetry
, 92, 159

Cocreation
, 171

COMPASSS.ORG
, 8

Competency algorithms
, 88

Competitive success
, 164, 166, 186, 191

Competitor orientation (CO)
, 30–32, 34, 36–37, 40, 41, 43, 44, 164, 166, 183–184, 185, 189–190, 197

Complex antecedent conditions, construction of
, 24–25

Complex configuration demographic conditions

coverage of
, 95–97

impacts of
, 99–102

Complexity theory
, 3–6, 67, 87, 91

business-to-business marketing, accurate predicting of precise outcomes in
, 74–79

data analytics
, 93–95

human resources management
, 91–97

index metrics and complex configuration coverage
, 95–97

tenets of
, 15–16, 21–28, 74, 76, 86, 91–93, 158–159

Complex outcome conditions
, 159, 166

acquiring new customers
, 186–187, 192

age of the firm
, 169–170, 172–175, 180

brand orientation
, 184, 186, 190–191

competitor orientation
, 183–185, 189–190

competitive success
, 186, 191

customer relationship
, 177, 179–180

customer orientation
, 183, 185, 190

customer satisfaction
, 188, 192–193

customer type
, 168–169, 171, 175–176, 178–179, 181

innovation orientation
, 182–185, 188–189

product/service orientation
, 169, 172, 179, 181–182

retaining new customers
, 187–188, 192

size of the firm
, 170, 173–175

small firms
, 178, 180–181

young firms
, 177–178

Complex outcomes, constructing and testing
, 28

Computing with words (CWW), in modeling firms’ paradoxical performances
, 155–218

calibration
, 197

capabilities
, 161–162

country differences
, 164–165

declining markets
, 162–166, 184–188, 205–209

firm demographics configurations, effect on firm resources
, 168–170

firm demographics
, 162

firm resource configurations. See Firm resource configurations

farmographics configuration. See Farmographics configuration, effect of

future directions of
, 214–218

fuzzy-set Qualitative Comparative Analysis
, 195

growing markets
, 162–166, 188–193, 210–213

independent measures
, 195–197

limitations of
, 214–218

outcome measures
, 195

performance outcome recipes, predictive accuracy of
, 213–214

propositions
, 166–193

resource-based view
, 159–160

scale purification
, 193–195

set-theoretic approach
, 158–159

strategic orientations
, 160–161

Configurations approach
, 156

Confirmatory factor analysis (CFA)
, 110–113, 194, 195

Conjunctural causality
, 159

Consistency index
, 39–40

Construct reliability
, 194

Contrarian
, 91–92

Core self-evaluation (CSE)
, 77, 86, 89–90, 97, 98, 102–105, 109–110, 142, 147–150

farmographic configurations of
, 117–127

Correlation
, 67, 87, 88, 95, 110

Coverage index
, 39–40

Customer(s)

acquisition
, 166, 171, 187, 212

current customers, retaining
, 164, 187–188, 192

loyalty
, 171, 2050

new customers, acquirement of
, 164, 186–187, 192

portfolio
, 172

relationships
, 172, 177, 179–180, 197

retention
, 166, 176, 192, 193, 205, 211–212

service
, 174

type of
, 168–169, 171, 181

Customer lifetime value (CLV)
, 178

Customer orientation
, 30, 164, 166, 175, 183, 185, 197, 207, 210–212

defined
, 171

Customer satisfaction (CS)
, 164, 181–182, 188, 190, 192–193, 205, 211, 212

orientation
, 30–32, 34, 37, 41, 43, 44

Customization
, 174

Data analytics
, 93–95

Declining markets
, 162–164

firm orientation configurations
, 184–188, 205–209

firm performance in
, 165–167

performance capabilities
, 184–188, 205–209

Demographic configurations
, 41–43, 45–47

Developmental economics
, 73

Directionality
, 26–27, 31

Directional testing
, 66

Discriminant validity
, 194

Edinburgh Farming Stress Inventory (EFSI)
, 108–109

Emergence
, 92

Emotional stability (ES)
, 90, 103–105, 109

farmographic configurations of
, 124, 125

Empirical management and behavior science (EMBS)
, 3, 5

bad science practice
, 6–8

articles, missing of good science practice in
, 12, 15–16

Entrepreneurial orientation
, 33

Entrepreneurship
, 165

Environmental hostility
, 178

Equifinality
, 25, 88, 91, 158, 159

Ethnographic decision tree models (EDTM)
, 71–74

Exploratory factor analysis (EFA)
, 194

Farmers’ adoption choices, field experiments of
, 72–74

Farm industries, farmographics of
, 115–117

Farmographics
, 98, 100, 167, 168

configuration, effect of

on firm orientation configurations
, 171–177, 201–202

on performance capabilities
, 177–184, 202–206

core self-evaluation
, 117–127

emotional stability
, 124, 125

farm industries
, 115–117

generalized self-efficacy
, 117, 120, 121

job performance
, 131, 132

job satisfaction
, 113–115, 133, 134, 138–146

job strain
, 128, 133, 135–139, 142

job stress
, 133, 136, 142

locus of control
, 121–123

self-esteem
, 117

Federation of Finnish Enterprises
, 36

Firm demographics
, 162

configurations, effect on firm resources
, 168–170, 200–201

Firm orientation configurations

in declining markets
, 184–188

farmographics configuration effect on
, 171–177, 201–202

in growing markets
, 188–193

Firm performance, in growing versus declining markets
, 165–167

Firm resource configuration, effect of

on firm orientation configurations
, 174–177, 201–202

on performance capabilities
, 177–184, 202–206

Firms’ paradoxical performances, computing with words in modeling
, 155–218

calibration
, 197

capabilities
, 161–162

country differences
, 164–165

declining markets
, 162–166, 184–188, 205–209

firm demographics configurations, effect on firm resources
, 168–170

firm demographics
, 162

firm resource configurations. See Firm resource configurations

farmographics configurations. See Farmographics configuration, effect of

future directions of
, 214–218

fuzzy-set Qualitative Comparative Analysis
, 195

growing markets
, 162–166, 188–193, 210–213

independent measures
, 195–197

limitations of
, 214–218

outcome measures
, 195

performance outcome recipes, predictive accuracy of
, 213–214

propositions
, 166–193

resource-based view
, 159–160

scale purification
, 193–195

set-theoretic approach
, 158–159

strategic orientations
, 160–161

Fit validity
, 56

Food stores’ buying decisions to accept versus reject new brands’ and brand extensions’
, 68–72

Four-corner modeling
, 77–79

F-tests
, 67

Fuzzy-set
, 89, 94

Fuzzy-set Qualitative Comparative Analysis (fsQCA)
, 95, 161, 194, 195

Gatekeeper analysis
, 70, 72

General Health Questionnaire-12 (GHQ-12)
, 109

Generalizable case-based theory in human resources management, building
, 85–151

complexity theory
, 91–97

core self-evaluation
, 86, 89–90, 97, 98, 102–105, 109–110, 117–127, 147–150

emotional stability
, 90, 103–105, 109, 124, 125

farm industries
, 115–117

future research directions of
, 149–150

generalized self-efficacy
, 86, 90, 103–105, 109, 110, 117, 120, 121

implications and practice of
, 150–151

job performance
, 86, 92, 128, 131, 132, 150

job satisfaction
, 86–92, 97–107, 110, 113–115, 133, 134, 138–148, 150

job strain
, 90, 101–105, 107, 109, 128–130, 133, 135–139, 142

job stress
, 86–87, 90, 102, 105, 133, 136, 142

limitations of
, 149–150

locus of control
, 90, 103–105, 109, 110, 121–123

Generalized self-efficacy (GSE)
, 86, 90, 103–105, 109, 110

farmographic configurations of
, 117, 120, 121

Gestalt school strategy (systems approach)
, 157

Global Alliance of Marketing and Management Associations (GAMMA)
, 8

Global Innovation and Knowledge Academy (GIKA)
, 8

Good science practice
, 2

missing in EMBS articles
, 12, 15–16

visualizing
, 8–12

Growing markets
, 162–164

firm orientation configurations
, 188–193, 210–213

firm performance in
, 165–167

performance capabilities
, 188–193, 210–213

Human resources management (HRM)

generalizable case-based theory in, building
, 85–151

Implemented strategies (ISs)
, 33, 35

Incremental innovation
, 182

Industrial marketing management, asymmetric modeling in
, 74

Information overload
, 172

Innovation

incremental
, 182

radical
, 182

service
, 176

Innovation orientation (IO)
, 31, 32, 34, 37, 40, 41, 43, 164, 166, 182–185, 188–189, 197, 210

Innovativeness
, 165

Insufficiency
, 91, 158–159

Interpersonal conflict at work scale
, 106

Jeffreys, Sir Harold
, 76

Job performance
, 86, 92, 150

farmographic configurations of
, 128, 131, 132

Job satisfaction (JS)
, 77, 86–92, 110, 147–148, 150

case-based theory construction
, 97–107

farmographic configurations of
, 113–115, 133, 134, 138–146

Job strain
, 90, 101–105, 107, 109

farmographic configurations of
, 128–130, 133, 135–139, 142

Job stress
, 86–87, 90, 102, 105

farmographic configurations of
, 133, 136, 142

Job stressors
, 105–109

Likert scale
, 94

Linear discriminant analysis
, 70

Locus of control (LOC)
, 90, 103–105, 109, 110

farmographic configurations of
, 121–123

Management
, 65, 67, 70, 72

industrial marketing, asymmetric modeling in
, 74

Many-to-many marketing
, 75

Market orientation
, 32, 33

Modeling

asymmetric, in industrial marketing management
, 74

four-corner
, 77–79

structural equation
, 64, 66, 67, 79, 80, 87, 112, 21

Multicollinearity
, 66

Multiple regression analysis (MRA)
, 3, 8, 22, 53–56, 64, 67, 75, 79, 80, 87–89, 94, 112, 136, 147, 150–151, 157

Neo-configurational perspective
, 158

Net present value (NPV)
, 179

Network theory
, 75

Neuroticism
, 90, 110

Null hypothesis significance testing (NHST)
, 2–5, 7, 12, 15, 16, 20, 21, 24, 30, 33, 35, 36, 40, 44, 52–59, 64, 65, 67, 79–81, 86, 89, 94, 97, 102, 128, 151

bad science practice
, 9

Occupation psychology
, 90–91

Organizational constraints scale
, 106

Organizational learning
, 165

Organizational retrenchment
, 163

Orientation

brand
, 164, 166, 175, 184, 186, 190–191, 197, 207, 211

brand-building
, 31, 32, 34, 36, 40, 43, 44

competitor
, 30–32, 34, 36–37, 40, 41, 43, 44, 164, 166, 183–184, 185, 189–190, 197

customer
, 30, 164, 166, 171, 175, 183, 185, 197, 207, 210–212

entrepreneurial
, 33

innovation
, 31, 32, 34, 37, 40, 41, 43, 164, 166, 182–185, 188–189, 197, 210

market
, 32, 33

product
, 169, 172, 177, 179, 181–182

services
, 169, 172, 177, 179, 181–182

strategic
, 30–33, 36, 40, 41, 43–45, 53, 160–161, 165–166, 197

technology
, 33

Outcomes
, 26, 28–35, 63–81

Performance capabilities
, 164

in declining markets
, 184–188

farmographics configuration effect on
, 177–184, 202–206

firm resource configurations effect on
, 177–184, 202–206

in growing markets
, 188–193

Physical symptoms inventory
, 106

Positive self-concept
, 90, 101

Prediction
, 63–81

Predictive validity
, 15, 56, 58, 66, 67, 72, 76, 214

Pricing decision prediction model
, 68, 69

Problem gambling (PG)
, 8, 11–14

Product diversification
, 187

Product orientation
, 169, 172, 177, 179, 181–182

Product specialization
, 174

Profit-focus behavioral theory of the firm
, 92

Quantitative workload scale
, 106

Radical innovation
, 182

Recipe principle
, 76

Regression analysis
, 3, 5–8, 11, 15, 21, 74, 158

Rejuvenation of marketing
, 75

Relationship marketing
, 169, 172, 176, 179

Requisite variety
, 25

Research
, 8, 11, 12, 15, 16

corrupt
, 2–4, 6

Resource

complementarity
, 157

exploitation
, 182

exploration
, 182

of the firm
, 196–197

management
, 165

utilization
, 165

Resource-based view (RBV)
, 157, 159–160, 165–166

Risk-seeking by troubled firms
, 163

Sales of firms

declining sales in declining markets
, 49–52

decreasing sales in growing markets
, 49

increasing sales in declining markets
, 47–49

Satisfaction

customer
, 164, 181–182, 188, 190, 192–193, 205, 211, 212

job
, 77, 86–92, 97–107, 110, 113–115, 133, 134, 138–146, 147–148, 150

Scale purification
, 193–195

Science
, 2–16, 64–67, 73, 76, 79, 81

Scientific legitimacy
, 64–65

Scissors metaphor
, 5, 90

Screening
, 26

Self-esteem (SE)
, 90, 103–105, 109, 110, 117–119

farmographic configurations of
, 117

Service brands
, 172

Service innovation
, 176

Services orientation
, 169, 172, 177, 179, 181–182

Set-theoretic approach
, 158–159, 165

Significance testing
, 66

Size of the firm
, 170, 175, 180–181

Small firms, performance capabilities of
, 178

Social dysfunction
, 101

Somewhat precise outcome testing (SPOT)
, 3, 4, 6, 7, 12, 15, 16, 20, 21, 24, 40, 57–59, 64–67, 70, 74, 77, 79–81, 88, 89, 94, 97, 99, 112, 133, 140, 151, 201

Statistically significant symmetric relationship
, 22–24

Statistical Packages for the Social Sciences (SPSS)
, 93

Statistical sameness testing
, 6

Strategic management
, 19–59

case-based asymmetric model findings
, 40–56

case-based versus variable-based theory construction of antecedents
, 28–34

complexity theory, tenets of
, 21–28

consistency and coverage indexes
, 39–40

limitations of
, 56–59

method
, 34–40

survey items
, 36–39

Strategic orientations (SOs)
, 30–33, 36, 40, 41, 43–45, 53, 160–161, 165–166, 197

Structural equation modeling (SEM)
, 5, 7, 8, 64, 66, 67, 79, 80, 87, 112, 21

Sustainable competitive advantage (SCA)
, 160–162

Symmetric relationship, statistically significant
, 22–24

Symmetric testing
, 3, 6, 8, 11–13, 15, 16, 21

Technology orientation
, 33

Thematic apperception testing (TAT)
, 149

Theory construction
, 15

Tipping point
, 27–28, 159

Value creation
, 165

Variable-based versus case-based theory construction of antecedents
, 28–34

Work-related anxiety
, 101

Young firms, performance capabilities of
, 177–178