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, Leeds, 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
- Prelims
- Embracing the Paradigm Shift from Variable-Based to Case-Based Modeling
- Four-Corner Outcomes in Strategic Management: Successful and Unsuccessful Paddling Down versus Upstream
- Accurately Predicting Precise Outcomes in Business-to-Business Marketing
- Building Generalizable Case-Based Theory in Human Resources Management
- Computing with Words in Modeling Firms’ Paradoxical Performances
- Index