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People believe that they know who they are and that who they are matters for what they do. These core beliefs seem so inherent to conceptualizations of what it means to have a self as to require no empirical support. After all, what is the point of a concept of self if there is no stable thing to have a concept about and who would care if that concept was stable if it was not useful in making it through the day? Yet the evidence for action-relevance and stability are surprisingly sparse.

This paper outlines the identity-based motivation theory, a theoretical approach that takes a new look at these assumptions and makes three core predictions as to when an accessible self-concept influences behavior. These are termed “dynamic construction”, “action-readiness”, and “interpretation of difficulty”. That is, rather than being stable, which identities come to mind and what they mean are dynamically constructed in context.

People interpret situations and difficulties in ways that are congruent with the currently active identities and prefer identity-congruent to identity-incongruent actions. When action feels identity-congruent, experienced difficulty highlights that the behavior is important and meaningful. When action feels identity-incongruent, the same difficulty suggests that the behavior is pointless and “not for people like me.”

In the past decade internal communication began to take on a new identity as it supports the many change efforts underway in organizations today. Change communication – how internal messaging effects individual behavior change – is a key element for an organization undergoing transformation. Although research points to the need to communicate during change, very little information is available on what the outcomes are of an internal communication strategy that can positively influence individual behavior change during transformation. This chapter enhances current knowledge on this topic by investigating the relationship of awareness and understanding of change messages to individual behavior change through the case study examination of the intentional organizational transformation experienced in a large, consumer packaged goods (CPG) company.

Purpose: Case studies are detailed empirical investigations into a complex entity that emphasize the uniqueness of the case and are valuable for making a theoretical contribution. We aim to reveal the types of theoretical contributions case study research can make to the field of strategy and management and explore how case study design can create the opportunities for making a theoretical contribution.

Methodology/Approach: The dynamic capability approach focuses on the firm-specific processes through which firms integrate, build, or reconfigure resources. A comprehensive review of case studies in this field is conducted in five search engines, resulting in a data set of 13 in-depth case studies.

Findings: We demonstrate that using case studies to extend and refine theory enhances knowledge in the field of dynamic capabilities. In strategy and management research, case studies identify and refine constructs and their relationships, develop and confirm propositions, and embed constructs within a larger set of relationships. We reveal that sampling strategy, research setting, and multiple lenses are aspects of case study design that create opportunities for making a theoretical contribution.

Practical Implications: We suggest that case study researchers strategically and purposefully sample cases, vary the setting conditions, or draw upon numerous research fields to make a theoretical contribution.

Originality/Value of Paper: Going beyond the current discussion, we show that case studies have the potential to extend and refine theory. We shed new light on how dynamic capabilities can benefit from case study research by discovering the antecedents that shape the development of capabilities and determining the boundary conditions of the dynamic capabilities approach.

One area in which strategy and organizational ecology converge is organizational change. This essay weaves together salient themes in my (and my co-authors’) various writings on organizational change, and is anchored in the research literature of the last twenty years. Among other ideas developed here, I point out that there is now a convergence of agendas in strategy and ecology, with an important role being played by intraorganizational ecology. I develop the distinction between strong and weak selection approaches to organizational ecology. While the strong selection view does not find empirical support, there is stronger support for the weak selection view. I lay out some key features of an emerging evolutionary synthesis for the study of strategy and organization, and develop an evolutionary approach to organizational change.

In this chapter, drawing primarily on Wittgenstein, we argue that a representationalist view of theory in an applied or practical science such as organization and management theory (OMT) is unrealistic and misleading, since it fails to acknowledge theory's ineradicable dependence on the dynamics of the life-world within which it has its ‘currency’. We explore some of the difficulties raised by the use of representational theorizing in OMT, and mainly explore the nature of a more reflective form of theorizing. Reflective theory, we argue, invites practitioners to attend to the grammar of their actions, namely to the rules and meanings that actors draw upon in their participation in social practices. In this view, the role of theory resembles the role Wittgenstein ascribed to philosophy: it is theory-as-therapy. The latter seeks to make action more perspicuous by providing the conceptual means to practitioners to engage in re-articulating, not only their taken-for-granted assumptions and models but also their modes of orientation and their ways of relating themselves to the situations in which they must work. Reflective theory works to draw their attention to aspects of people's interactions in organizations not usually noticed, to bring to awareness unconscious habits, confusions, prejudices and pictures that hold practitioners captive, and, furthermore, to point out that other continuations of them than those routinely followed are possible. This view of theory – as perceptually reorienting rather than as cognitively explaining – is illustrated by looking at the Karl Weick's sensemaking theory.

This chapter presents the indirect preferences for all full rank Gorman and Lewbel demand systems. Each member in this class of demand models is a generalized quadratic expenditure system (GQES). This representation allows applied researchers to choose a small number of price indices and a function of income to specify any exactly aggregable demand system, without the need to revisit the questions of integrability of the demand equations or the implied form and structure of indirect preferences. This characterization also allows for the calculation of exact welfare measures for consumers, either in the aggregate or for specific classes of individuals, and other valuations of interest to applied researchers.

This chapter shifts contemporary debates on Eurocentrism from its focus on European social theory to an analysis of its moorings in non-Atlantic sociological traditions and especially those within ex-colonial countries. It discusses the sociological/anthropological visions of two first generation sociologists/anthropologists from India, G. S. Ghurye (1893–1983) and D. P. Mukerji (1894–1961), within Orientalist-Eurocentric positions and explores how these are reinvented in the work of contemporary sociologist T. N. Madan (1933–). It suggests that colonial processes and its institutions together with “derivative” nationalist ideas have played and continue to play important mediatory role in organizing these Orientalist-Eurocentric visions.

The chapter presents three sets of arguments. First it suggests that in order to understand postcolonialism it is imperative to lay out the organic links between Orientalism and Eurocentrism. Eurocentrism and its mirror Orientalism mediated to frame social science language in terms of the binaries of universal (the West) and particular (the East). The particular was represented in India through the discipline of anthropology. The latter studied “traditions” through the themes of religion, caste, and family and kinship. When sociology emerged as a discipline in India in the early twentieth century, it continued to use the language organized by anthropology to analyze the particular cultural traditions of the country. Second, I suggest that these binaries also framed nationalist thought and the latter mediated in framing the sociological ideas of G. S. Ghurye and D. P. Mukerji which were embedded in Eurocentric-Orientalist principles. Third, I analyze the ideas of the contemporary social theorist T. N. Madan to indicate how his perspective continues to derive its positions from Orientalist-Eurocentric positions and ignores an engagement with critics who have questioned Orientalist Eurocentrism. Disregarding these arguments implies the legitimation of the latter perspective derived from the disciplines of sociology/anthropology.

The chapter contends that a decolonized critique of colonial social science has existed in other regions of the world including India, and that this perspective needs to be retrieved by social theorists to reformulate the sociological discourse as a study of modern India. It also suggests that contemporary analysis of Eurocentrism needs to move out from within the circuits of knowledge defined by received colonial geopolitical enclaves in order to assess the way production, distribution, and consumption of Orientalist-Eurocentric perspectives have organized sociological traditions across the world including the Global South.

This paper proposes to rethink the concepts of relevance and usefulness and their relation to the theory–practice gap in management research.

On the basis of the cognitive-linguistic relevance theory or inferential pragmatics, supplemented by insights from information science, we define relevance as a general conceptual category, while reserving usefulness for the instrumental application in a particular case.

There is no reason to hold onto the difference between theoretical and practical relevance, nor to distinguish between instrumental and conceptual relevance.

This novel approach will help to clarify the confusion in the field and contribute to a better understanding of the added value of management research.