The Contribution of Research Methods to Management Theory

1. The Contribution of Research Methods to Management Theory Brian Boyd Arizona State University www.briankboyd.com

2. Roadmap • Where we stand: Paradigms and consensus • The role of methods: A bibliometric analysis • What we can do: Opportunities for using methods to enhance the impact of management studies

3. Where We Stand: Paradigms and Consensus

4. Kuhn’s Paradigm Model • A paradigm is a shared view of a given domain. • “Shared view” is represented by agreement (or consensus) on both theory and methods • Some disciplines are more advanced than others • Evolutionary processes are based on the accretion/disconfirmation of theories and empirical evidence • Stage of a field’s development affects how research is done

5. Stages of Development

6. Overall, management and social sciences fall below the hard sciences on each of these metrics. Consensus Indicators • Scholarly productivity • Dissertation length • Journal acceptance rates • Time to process reviews • Number of reviewers per article • Extent of manuscript revision

7. Mature Young The Evolutionary Challenge • Weak consensus • Poor agreement on quality • Strong consensus on methods, problems, and solutions

8. Question 1: The world is generally knowable The world is socially constructed Question 2: Only one type of methodology (epistemology) is needed to study phenomena A range of methodologies are needed to study phenomena An Example Podsakoff, Shen and Podsakoff (2006, RMISM): • Vast majority of strategic management constructed mis-defined as reflective indicators, when they are in fact formative indicators Edwards (2011, ORM): • “The presumed viability of formative measurement is a fallacy (p.370).”

9. How do less-developed paradigms create knowledge? • Mimetic imitation of more advanced fields • Richard Feynman (1974): “cargo cult” science

10. χ2 (p=.01) tests confirm that Management distributions are different from both other categories for all comparisons. Total Articles Published Percent HERI data on 34K full-time university profs; 2.3K from b-schools Articles

11. Total Articles Published Last 2 Years Percent HERI data on 34K full-time university profs; 2.3K from b-schools Articles

12. Hours Per Week Spent on Research Percent HERI data on 34K full-time university profs; 2.3K from b-schools Hours

13. Productivity Benchmarks:MacMillan Publications CumulativePublications Data: 945 US strategy facultySource: Boyd, Finkelstein & Gove 2005 SMJ Years post-Ph.D.

14. The Role of Methods: A Bibliometric Analysis

15. Do Methods Contribute to Article Impact? • Beyer et al (1995 AMJ): Sophistication of statistical analysis unrelated to revise and resubmit or final acceptance decisions • Boyd, Gove & Hitt (2005 SMJ): While weak measurement is endemic to strategic management, quality of measurement unrelated to subsequent article citation • Bergh et al (2006 SMJ): Use of primary data, control for internal validity threats, and more powerful samples positively related to subsequent citation

16. What we can do: Using methods to enhance the impact of management studies • Option 1: Different theories offer distinct causal chains • Option 2: Build a bigger toolbox • Option 3: Extend theory through search for artifacts

17. Option 1: Different theories offer distinct causal chains

18. SEM: The Problem of Equivalent Models SEM appeal Concurrent test of multiple relationships Both global and local tests of hypotheses Global fit measures enable comparison of competing hypotheses Equivalent models Many configurations can yield identical fit Rarely addressed in published studies Completely different patterns of covariation and causation

19. Henley et al, ORM 2006Replication of Stimpert & Duhaime 1997 IndustryProfitability R&DExpenditures SBUEffectiveness FirmDiversification CapitalInvestment Hypothesized Model

20. Henley et al, ORM 2006Replication of Stimpert & Duhaime 1997 IndustryProfitability R&DExpenditures SBUEffectiveness FirmDiversification CapitalInvestment Reverse Causality Model

21. Henley et al, ORM 2006Replication of Stimpert & Duhaime 1997 IndustryProfitability R&DExpenditures SBUEffectiveness FirmDiversification CapitalInvestment Each model has a unique logic, but identical chi-square, GFI, CFI, and so on Covariation Model

22. Content Analysis by Henley and Colleagues Reviewed 109 SEM articles Few alternate or equivalent models addressed in papers 79% of articles had at least one equivalent model Causality reduced to covariation in 71% of studies Causality reversed in 48% of studies Equivalent models follow a very specific set of criteria. Much broader range of alternate models available.

23. Direct Comparison of Competing Logics Source: Rindova, et al 2005 AMJ Source: Boyd, Bergh & Ketchen 2010 JOM

24. Additional Configurations (a) Prominence as part of reputation (b) Direct effect on salaries (c) Prominence and salaries as common dimension

25. Comparison of Models Hypothesized model fit better than Rindova on all eight indicators Alternative A – comparable to Rindova on all eight indicators Alternative B – Best fit on four indicators, but less parsimonious and no significant improvement on 2 Alternative C – Better fit than Rindova, worse than hypothesized or Model b

26. Option 2: Build a bigger toolbox

27. The bad news… The good news… Diversity in Tool Use: The Case of Contingency Modeling Data: 1,715 SMJ articles, 1980 - 2009Source: Boyd, et al 2012 JOM

28. Implications of Contingency Content Analysis • Strategic management researchers increasingly likely to test contingency hypotheses. But, • Interaction has increasingly become “the” way to test contingency effects. • These findings echo trends in training of strategic management faculty (Shook, et al., SMJ 2003): • “…doctoral training may not be keeping pace with data analytic trends and future research needs…most scholars limit themselves to research opportunities that fit with their narrow skill set (p.1236).” • Few faculty develop additional data analytic skills post-Ph.D.

29. Option 3: Extend theory through search for artifacts

30. Agency theory Amihud and Lev (1981): Agency factors a main driver of M&A activity Lane, Cannella & Lubatkin (1998): Contrary position Boyd, Gove & Hitt (2005b): Both theories relevant, attenuation is primary explanation for divergent results Strategic consensus Tests of dynamism as a moderator of the consensus – performance link have reported weak and inconsistent results Gonzalez-Benito et al (in press) use IO econ theory to: Unpack consensus into discrete components Develop a mediated moderation framework Examples

31. ORM publishes: Essays on methods Debates Teachers’ Corner Methods reviews Book and software evaluations 2009 JCR: 16/112 Management 7/63 Applied Psych 2.471 Impact score Special issue calls for papers: Construct measurement in strategic management (due 12/1) Research design (see July issue for CFP) A Plug for Organizational Research Methods

32. Links to Cited Articles • Boyd, Finkelstein & Gove (2005) SMJ • Boyd, Gove & Hitt (2005a) SMJ • Boyd, Gove & Hitt (2005b) SMJ • Boyd, Bergh & Ketchen (2010) • Boyd, Haynes, Hitt, Bergh & Ketchen (2012) JOM • Gonzalez-Benito, Aguinis, Boyd & Suarez-Gonzalez (2011) JOM

33. Back-Up Slides

34. Productivity Benchmarks:MacMillan ‘Outstanding’ Publications CumulativePublications Years post-Ph.D.

35. Productivity Benchmarks:Citations CumulativeCitations Years post-Ph.D.

36. Publications Lead Impact A-Tier GMAT Cites Boards Gourman Precocity Ability Prestige

37. Cumulative Publications

38. Cumulative Citations

39. Impact (cites/article)

40. Lotka’s Law • Lotka (1926): The number of persons making 2 contributions is about one-fourth of those making one; the number making three contributions is about one-ninth, etc.; the number making n contributions is about 1/n2 of making one. • Inverse-square law validated in many other disciplines; untested in management

41. Results of Lotka’s Law Study 2 Sample

42. Research Outcome Clusters