Adaptation strategies

, 155–156

Alliance members

, 73

Analytical approach

, 93

Attribution process

, 43

Awareness-motivation-capability (AMC)

, 68

Between-cluster heterogeneity

, 156

Black box, unpacking

, 23–24

Boilerplates

, 10–11

Boolean algebra

, 159, 170

Boolean minimization

, 170–171

Boundary conditions

, 71–72

Business model canvas

, 64, 73

Calibrate function

, 167

Calibration

, 164–165, 166

thresholds

, 167, 174

of variables into set membership

, 161–163

Caring capitalism

, 72

Case illustration

, 124–128, 130

Case study research

, 17, 118

Causal asymmetry

, 160

Causal conjunction

, 159–160

Causal modeling

, 118, 124–128, 130, 141

Central parsimonious solution

, 173

Charter change

, 20–21

Chief executive officers (CEOs)

, 22, 23, 40–41

Chief operating officer (COO)

, 48

Chrysalis effect

, 11

Cluster analysis

, 156, 157–158, 163

Coding process

, 120, 131

Cognitive stimulus, visuals as

, 79, 80

Collaborative action research

, 124–128, 133

“Comparative case study” design

, 121, 124–128

Competitor analysis centers on market commonality

, 67

Complementary parsimonious solution

, 173

Conceptualization of qualitative research

, 93

Confirmability

, 131

Contemporary methods

, 6–7

Contributing parsimonious solution

, 173

Control variables

, 7, 49, 53, 70

Core parsimonious solution

, 173

Counterfactual analysis

, 164–165, 171–172

Credibility

, 131

Creeping positivism

, 36

Crisp set qualitative comparative analysis (csQCA)

, 161–163

Critical designs

, 121–123, 133–134

Critical theory

, 133

Crowdfunding

campaign

, 157, 158

success

, 170

Data structure

, 32–33

Default preferences

, 10–11

Dependability

, 131

Dependent variables

, 49, 74–75

Descriptive analysis

, 98–99

Descriptive statistics and correlations for variables

, 53–54

Design families

, 121–134

Designs-in-use

, 117, 120–135

Difficult counterfactuals

, 172

Difficult to access subjects

, 41–42, 43

Disciplined imagination

, 35

Discourse, visuals as

, 80–81

Discursive analysis

, 124–128, 134

Dominant design

, 135–136

Dynamic and cross-level models of cognition

, 144–145

Dynamic fluctuations

, 145

Easy counterfactuals

, 172

Eisenhardt method

, 16–24

of comparative case research

, 129

practical problem

, 17–20

switching lens

, 21–23

unpacking black box

, 23–24

Embodied cognition

, 80

“Embodied metaphors”

, 85

Empirical story

, 93, 94, 95, 98–99, 105–106

implications for

, 95–97, 100–101

Enacted strategies

, 81–82

Endogeneity

, 8–9, 48, 72–73

Endogeneity control (EC)

, 48, 54

Entrepreneurial/entrepreneurs(hip)

, 21–22, 39–40, 156

finance

, 162

firms

, 161

research in

, 155–156, 161–163

researchers

, 156–157

scholars

, 155–156

strategy

, 162

Epistemic object

, 78–79

Equifinality

, 159–160, 161

Ethics of research practice

, 11

Ethnographic case study

, 124–128, 132

Evolutionary process stories

, 93, 95, 99

empirical story implications

, 95–97

exemplars

, 96

ontological and epistemological assumptions

, 94

specific challenges and choices

, 98–99

theoretical story implications

, 97–98

See also Performative process stories

“Expert-rated” CSE (E-CSE)

, 52, 54

Expressive channel

, 42

Extended case method

, 124–128

Family business

, 162

First-order account

, 32–33

Formative indicators (FI)

, 8–9

Fuzzy set qualitative comparative analysis (fsQCA)

, 161–163, 168, 170, 173–174

Fuzzy sets

, 161–163, 166–167, 169

Generalized estimating equations (GEE)

, 49, 53–54

Generative capacity

, 143–144

Generic best practices

, 139

Generic interpretive case study

, 124–128, 132

Gioia method

, 9–10, 27, 106–107, 108, 111, 132–133

Grounded theorizing

, 121, 124–128, 132, 142–143

Grounded theory

, 24–25, 34, 106–107, 119, 132, 139–140

Group sketching

, 86

Hypotheses

, 68–69

Identity redefinition

, 108

“In vivo” data

, 83–84

Independent variables

, 49, 157

Inductive researchers

, 32

Informal strategy practices and processes

, 144–145

Instrumental variables

, 72–73

Integrative review of QSR

, 118

critique and future directions

, 143–146

framework

, 121–134

methods

, 118–121

trends in

, 134–143

Interconnections across visuals

, 81–86

clarifying “visual impact”

, 85–86

clarifying “visual type”

, 83–85

role of visuals within semiotic process in strategy

, 82

studying visuals in strategic management

, 83

terms for visual analysis

, 84

Interpretive design

, 98–99, 121–123, 130–133, 138

Interpretive papers

, 33

Interrater correlation coefficient (ICC)

, 45–46

“Keynote contributions” format

, 5

Knowledge border

, 10

Language-based perspective

, 88

LexisNexis database

, 70

Limited diversity

, 171–172

Linguistic(s)

, 145

designs

, 138

turn

, 80–81

Logical

minimization

, 170, 171

operators

, 159

remainders

, 171–172

“Low incidence-high impact” research

, 34–35

M&A research literature

, 21–22

Macro organizational researchers

, 64

Macro studies

, 7

Market commonality

, 68–69

Material assemblage

, 86

Methodological innovation

, 8

Miles and Snow typology

, 155–156

Minimal models

, 143–144

Minimum consistency threshold

, 169

Mixed method designs

, 124–128, 130, 140

Multidimensional coding

, 120–121

Narrative process stories

, 93, 104–106

“Narrativization” process

, 105–106

Negative affect (NA)

, 43–44, 49

Neutral permutation

, 173

Nonstandardized qualitative methods

, 144–145

Novel product

, 157–158, 159–160, 161–163, 167, 168, 170

“On the bookshelf” feature

, 6

Opportunities

, 7, 17–18, 21, 31, 145

for fine-grained data collection and analysis

, 100

recognition and exploitation

, 162

Organizational

actors

, 78–79, 87

behavior

, 52

research

, 42

scholars

, 74

Overzealous endogeneity policing

, 8–9

Parsimonious solution

, 173

Partial least squares modeling (PLS modeling)

, 8–9

Performative process stories

, 93

challenges and choices

, 102–103

empirical story implications

, 100–101

ontological and epistemological assumptions

, 99–100

performative process stories

, 104

theoretical story implications

, 101–102

See also Evolutionary process stories

Peripheral parsimonious solution

, 173

Personality measurement

, 55–56

Physical science metaphors

, 30

Positive affect (PA)

, 43–44

Positive and Negative Affect Schedule (PANAS)

, 47

Post-it notes

, 79

Post-positivist designs

, 118, 121–123, 135, 138–139

Practice-based study

, 124–128, 132, 133

Primary material object

, 79

Prime implicants

, 171

Primitive Boolean expressions

, 171

Process model

, 92, 97–98, 104, 106–107, 108

cyclical

, 108

three-step

, 108

Process research

, 91

alternate forms

, 104–110

analytical approach

, 93

dominant forms

, 93–104

Process studies

, 91, 92–93

evolutionary

, 99

performative

, 104

Proportional reduction in inconsistency

, 169–170

Proxy method

, 49–52

Public domain

, 40, 41–42

Publishing process research

, 92

Qualitative comparative analysis (QCA)

, 6–7, 25, 156

ability

, 161

analysis of necessary conditions

, 164–165, 167–168

calibration

, 164–165, 166

case selection

, 164–166

conducting

, 163–174

counterfactual analysis

, 164–165, 171–172

deductive mode

, 161

interpreting results

, 164–165, 172–173

logic

, 157–163

model development

, 163, 164–165

potential QCA-enabled research questions

, 162

QCA-based investigations

, 156, 175

recognition

, 156–157

robustness checks

, 164–165, 174

standard analysis

, 164–165, 170

systematic examination

, 157

truth table analysis

, 158, 164–165, 168

Qualitative identifiers

, 119

Qualitative methodology

, 6, 27

Qualitative research

, 25, 64, 91–92, 115–116

conceptualization

, 93

methods

, 78

“Qualitative rigor”

, 32

Qualitative strategy research (QSR)

, 116–117, 121–134

critical designs

, 133–134

critique and future directions for

, 143–146

interpretive designs

, 130–133

post-positivist strategy designs

, 123–130

qualitative designs-in-use

, 124–128

studies

, 136, 137, 138, 141, 143

trends in

, 134–143

See also Integrative review of QSR

Quality in QSR

, 142–143

Quantification process

, 135–136

Quantitative researchers

, 9

Quantity in QSR

, 142–143

Quasi-experimental case study

, 124–128, 130

Questionable research practices

, 11

Quine-McCluskey algorithm

, 170

R package

, 163

Rate behavioral constructs

, 42

Rater training

, 44–45

Relevance

, 15–16

Research

questions

, 66

training

, 8

underpinnings of approach to researching organizations

, 29–31

Research design canvas

, 64, 65

boundary conditions

, 71–72

data analysis

, 72–73

elements

, 66–75

gap in knowledge

, 66–67

hypotheses

, 68–69

key partners

, 73–74

limitations

, 73

measures

, 70–71

research questions

, 66

sample

, 69–70

target journal

, 74–75

theory

, 67–68

Research Methodology in Strategy and Management (RMSM)

, 1–2

areas of contention

, 8–9

boilerplates and default preferences

, 10–11

contemporary methods

, 6–7

ethics of research practice

, 11

greatest hits

, 3–4

keynote contributions

, 5

knowledge border

, 10

losing sight of goal

, 10

methodological innovation

, 8

method book reviews

, 7

methods flaws

, 7

prospective retrospectives

, 6

research training

, 8

“on the bookshelf” feature

, 6

unforced errors

, 9–10

visual elements

, 5

Resource

resource-based theory

, 68

similarity

, 68–69

Return on equity (ROE)

, 47–48

Rigor

, 15–16

Robustness checks

, 45–46, 164–165, 174

Rotating leadership

, 19

Second-order

account

, 32–33

equifinality

, 173

interpretive analysis

, 98–99

Secondary material object

, 79

Set membership

, 167

Set theory

, 157–158

Skepticism of QSR

, 144

Social

entrepreneurship

, 162

psychology

, 145

science methods

, 4

Sociology

, 72, 132–133, 145

Standard analysis

, 164–165, 168, 170

Standard industrial classification (SIC)

, 47–48

Stata package

, 163

Static channel

, 42

Stopping rule

, 157–158

Strategic management

, 78, 116, 146

research

, 78–81

Strategic management scholars

, 78

Strategic/strategy

identifiers

, 119

process

, 80, 86

resonance

, 82

strategy-as-practice

, 142–143

thinking

, 31

tools

, 79

visibility

, 82

Structural equation modeling

, 8–9

Student-rated CSE (S-CSE)

, 52, 54

Sufficiency

, 157

Suppliers

, 73

Survey approach

, 39–40, 41–42, 49–52

Switching lens

, 21–23

Systematic approach to qualitative research

inductive researchers

, 32

selling gatekeepers

, 33–34

underpinnings of approach to researching organizations

, 29–31

Talk (data)

, 81–82

“Template and turns” piece

, 6

Theoretical story

, 93

implications for

, 97–98, 101–102

Thumbnail sketches

, 79

“Thumbnailing”

, 86

Toolkit-driven process stories

, 93, 106–109

Traditional mixed method studies

, 147

Transferability

, 131

Transparency

, 9–10, 131

Truth table

algorithm

, 170

analysis

, 164–165, 168

Tutorial approach

, 157

Two person agreementrated CSE (T-CSE)

, 52, 54

Two-person agreement method

, 52

Unforced errors

, 9–10

Unobtrusive measurement approach

, 39–40, 41–42, 43

Validation process

, 43

Venture configurations

, 157–158

Video recording

, 80

Videographic sampling

, 43

Videometrics

, 39–40, 43–54

analyses and results

, 49, 53–54

application

, 43–54

descriptive statistics and correlation matrix

, 50

effects of CEO affective traits on strategic deviation

, 51

foundations

, 42–43

methods

, 44

rater training

, 44–45

robustness checks

, 45–46

study

, 47–48, 49–53

technological and sociocultural environments

, 54–55

Visual(s)

, 83–85

context

, 85

data

, 81–82

elements

, 5

frameworks

, 80

generating methodological guidelines for future research

, 86–88

impact

, 83, 85–86

interconnections across visuals

, 81–86

objects

, 84–85

semiotic process

, 81–82

studying organizational life

, 77–78

turn in strategic management research

, 78–81

visual turn in strategic management research

, 78–81

visuals-as-discourse approach

, 80–81

Visuality

, 77–78, 79, 82–83, 86

Within-cluster homogeneity

, 156

Zero-acquaintances

, 42

observers

, 42

raters

, 45–46