Woodside Accurate Case Outcome Modeling

Entrepreneur Policy, Management, and Strategy Applications
1. Auflage 2019
ISBN: 978-3-030-26818-3
Verlag: Springer International Publishing
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, 264 Seiten

This volume advocates accurate case outcome prediction that does not rely on symmetric modeling. To that end, it provides theory construction and testing applications in several sub-disciplines of business and the social sciences to illustrate how to move away from symmetric theory construction. Each chapter constructs case outcome theory and includes empirical analysis of outcomes. Chapter 1 provides a foundation of symmetric variable directional-relationship theory construction and null hypothesis significance testing versus asymmetric case outcome theory construction and somewhat precise outcome testing, while Chapters 2-6 investigate these principles through a range of applications.This volume will be very useful to researchers and professionals in manufacturing, service, consulting, management, marketing, organizational studies, and more. It will also be an excellent resource for advanced statistics students in building and testing case outcome models. Data sets are included so that readers can replicate findings presented in each chapter, and grow to present and test additional theories.

?Arch G. Woodside is visiting research professor, Coastal Carolina University, USA; distinguished university professor, Yonsei University, Yonsei Frontier Lab, Seoul, ROK; and honorary professor of marketing, Curtin University, Australia. He is the editor in chief of the Journal of Global Scholars of Marketing Science and editor of Advances in Culture, Tourism, and Hospitality Research. Research articles (co)authored by Dr. Woodside appear in 55 hospitality, management, marketing, psychology, and tourism journals. His book publications include Brand Choice Revealing Customers' Unconscious-Automatic and Strategic Thinking Processes (with Randolph J. Trappey III, Palgrave 2004); The Complexity Turn (ed., Springer 2017); and Incompetency and Competency Training: Improving Executive Skills in Sensemaking, Framing Issues, and Making Choices (with Rouxelle de Villiers and Roger Marshall, Springer 2016).

Autoren/Hrsg.

Woodside, Arch G.

Inhaltsverzeichnis

1;Preface: Embracing Case Outcome Modeling in Theory Construction and Empirical Research in the Social Sciences and Business Subdisciplines;6
1.1;References;8
2;Acknowledgments;9
2.1;References;9
3;Contents;10
4;Chapter 1: Matching Case Identification Hypotheses and Case-Level Data Analysis;13
4.1;1 Introduction;14
4.2;2 Symmetric Testing of Configural Outcomes to Overcome Regression Analysis Limitations;15
4.3;3 Use of Algorithms of Configural Antecedents to Overcome Regression Analysis Limitations;20
4.4;4 Asymmetric Theory and Data Analysis;22
4.5;5 Research Applications of Case-Based Theory and Case Identification Hypotheses Testing;28
4.6;6 Visualizing Matching Generalized Cased-Based Theory and Case Identification Hypotheses Testing;31
4.7;7 Conclusion;33
4.8;Appendix 1: Data for Cases 23–45;34
4.9;Appendix 2: Data for Cases 46–60;34
4.10;References;35
5;Chapter 2: Constructing Algorithms for Forecasting High (Low) Project Management Performance;37
5.1;1 Introduction;38
5.2;2 Core Tenets of Complexity Theory Applicable for Examining PMP Antecedent Conditions;40
5.3;3 Configurational Theory of Complex Antecedent Conditions Indicating High (Low) PMP;44
5.4;4 Method;50
5.4.1;4.1 Survey Instrument;50
5.4.2;4.2 Respondents;51
5.4.3;4.3 Analysis;52
5.4.4;4.4 Consistency and Coverage;53
5.5;5 Findings;53
5.5.1;5.1 Detailed Findings;54
5.6;6 Discussion, Contributions, and Limitations;62
5.7;7 Conclusion;64
5.8;References;65
6;Chapter 3: Accurate Outcome Performance Screening in Strategic Management;68
6.1;1 Introduction;69
6.2;2 Configurational Nature of Marketing Capabilities and Organizational Contexts;72
6.2.1;2.1 Configuration Elements of Marketing Organizational Capabilities and Marketing Execution Capabilities Fit with Organization Context;72
6.2.2;2.2 Marketing Organizational Capabilities and Their Fit with Organizational Context and Performance;73
6.2.3;2.3 Marketing Capabilities and Their Fit with Organizational Context and Market Performance and Profit Margin;74
6.2.3.1;2.3.1 High Market Performance and High-Profit Margin;74
6.2.3.2;2.3.2 High Market Performance and Low-Profit Margin;74
6.2.3.3;2.3.3 Low Market Performance and Low-Profit Margin;75
6.2.3.4;2.3.4 Low Market Performance and High-Profit Margin;75
6.2.4;2.4 Marketing Capabilities and Their Execution Fit with Organizational Context and Customer Performance;76
6.2.4.1;2.4.1 High Customer Performance and High-Profit Margin;76
6.2.4.2;2.4.2 High Customer Performance and Low-Profit Margin;76
6.2.4.3;2.4.3 Low Customer Performance and Low-Profit Margin;76
6.2.4.4;2.4.4 Low Customer Performance and High-Profit Margin;77
6.2.5;2.5 The Effect of a Competitive Environment;77
6.2.6;2.6 The Effect of Firm Demographics;78
6.2.6.1;2.6.1 Firm Size;78
6.2.6.2;2.6.2 Service Versus Production Orientation;78
6.3;3 Data and Methods;78
6.3.1;3.1 Data;78
6.3.2;3.2 Analysis;80
6.3.3;3.3 Calibration of Set Memberships;81
6.3.3.1;3.3.1 Outcomes;81
6.3.3.2;3.3.2 Marketing Organizational Capabilities and Marketing Execution Capabilities Quality;82
6.3.3.3;3.3.3 Firm Contingencies;83
6.4;4 Findings;84
6.4.1;4.1 Configurations for Achieving High Market Performance and High-Profit Margin Versus Configurations for Low Market Performance and Low-Profit Margin;84
6.4.2;4.2 Configurations for Achieving High Market Performance and Low-Profit Margin Versus Configurations for Low Market Performance and High-Profit Margin;87
6.4.3;4.3 Configurations for Achieving High Customer Performance and High-Profit Margin Versus Configurations for Low Customer Performance and Low-Profit Margin;89
6.4.4;4.4 Configurations for Achieving High Customer Performance and Low-Profit Margin Versus Configurations for Low Customer Performance and High-Profit Margin;91
6.5;5 Discussion;93
6.6;6 Managerial Implications;96
6.7;7 Limitation and Future Research Avenues;97
6.8;Appendix A Sample Distribution;98
6.9;Appendix B Measurement Items and Standardized Loadings;99
6.10;Appendix C Set Memberships and Calibration Measures/Measures and Sample Descriptives;100
6.11;References;102
7;Chapter 4: Modeling Human Resource Outcomes;106
7.1;1 Introduction;107
7.2;2 Case-Based Outcome Modeling of Knowledge Workers’ Environment Choices;108
7.3;3 Method;111
7.3.1;3.1 Sample and Procedures;111
7.3.2;3.2 Measures;111
7.3.3;3.3 Analysis;112
7.4;4 Findings;115
7.4.1;4.1 Findings for Models for High CEW and CEP;117
7.4.2;4.2 Findings for Models for High CEW and Low CEP;119
7.4.3;4.3 Findings for Models for Low CEW and Low CEP;119
7.5;5 Discussion, Limitations, and Contributions;120
7.5.1;5.1 Confirming the Four Tenets of Configural Theory;122
7.5.2;5.2 Limitations and Suggestions for Future Research;123
7.5.3;5.3 Implications;123
7.6;References;124
8;Chapter 5: Customers’ Assessments of Retail Traditional Local Markets: Strategy Outcome Performance Screening;126
8.1;1 Introduction;127
8.2;2 A Case-Based General Theory of Place Sustainability and Place Attractiveness;131
8.2.1;2.1 P1: Complex Antecedent Demographic Configurations and Visit Frequency and Expenditures;135
8.2.2;2.2 P2: A Few Complex Antecedent Demographic Configurations Affect Place Sustainability;137
8.2.3;2.3 P3: Specific Demographic Configurations Exhibit High TLM (Brand) Attractiveness, While Other Specific Demographic Configurations Exhibit Low TLM (Brand) Attractiveness;140
8.2.4;2.4 P4: TLM Sustainability Configurations and TLM Attractiveness;140
8.2.5;2.5 P5: Sustainability Assessments and Customer Behavior (Visits and Expenditures);141
8.2.6;2.6 P6: Place Attractiveness and Shopping Behavior (Visits and Expenditures);142
8.2.7;2.7 P7: Sustainability Assessments and Place Attractiveness Configurations Explain and Accurately Predict Expenditures and Trip Plans to a TLM;143
8.3;3 Complexity Theory Applications to Place Assessment Research;143
8.4;4 Method;146
8.5;5 Variables;146
8.6;6 Validity and Reliability Analysis of Measurement;147
8.7;7 Calibrating Variable Values to Case Membership Scores;149
8.7.1;7.1 Data Calibration;149
8.8;8 Consistency and Coverage;151
8.9;9 Findings;151
8.9.1;9.1 Findings for P1: Demographic Configurations Explaining Customer Visits and Expenditures;152
8.10;10 P2 Findings: Demographics and Place Sustainability;154
8.10.1;10.1 Customers’ Demographic Configurations Indicating High and Low Economic Sustainability Assessment;154
8.10.2;10.2 Demographic Configurations Indicating High and Social Sustainability Assessment;157
8.10.3;10.3 Demographic Configurations Indicating High and Low Environment Sustainability Assessments;158
8.10.4;10.4 Demographic Configurations Indicating High and Low Culture Sustainability Assessments;158
8.10.5;10.5 Demographic Configurations Indicating High and Low Sustainability Across All Four Dimensions;159
8.11;11 P3 Findings: Complex Demographic Configurations and Place Attractiveness Assessments;160
8.11.1;11.1 Demographic Configurations Indicating Cases with High Versus Low TLM Image;160
8.11.2;11.2 Demographic Configurations Indicating Cases with High Versus Low TLM Satisfaction;163
8.11.3;11.3 Demographic Configurations Indicating Cases with High Versus Low TLM Trust Assessments;163
8.11.4;11.4 Demographic Configurations Indicating Cases with High Versus Low TLM Loyalty Assessments;164
8.12;12 Demographic Configurations Indicating Cases with High Versus Low TLM for General Attractiveness Assessments;164
8.13;13 P4 Findings: Complex Sustainability Conditions Indicating TLM Attractiveness;165
8.14;14 P4X Findings: Sustainability and Demographic Configurations Indicating TLM Market Attractiveness;166
8.15;15 Findings for P5 and P5X: Customers’ Sustainability Configurations Indicating High Versus Low Local Market Frequency of Visits—Without and with Demographic Configurations;166
8.16;16 Findings for P5 and P5X for Expenditures: Customers’ Sustainability Configurations Indicating High Versus Low Expenditures—Without and with Demographic Configurations;170
8.17;17 P6 Findings: Customers’ Brand Attractiveness Configurations Without and with Demographic Conditions Indicating High Versus Low Local Market Frequency of Visits;171
8.18;18 Findings for P6: TLM Brand Attractiveness Configurations Without and with Demographics Indicating High and Low Expenditures;175
8.19;19 Findings for P7: Sustainability Dimensions and Brand Attractiveness Predicting TLM Visits and Not Visits;176
8.20;20 Findings for P7: Sustainability Dimensions and Brand Attractiveness Predicting High Versus Low Shopper TLM Expenditures;180
8.21;21 Findings for the Deductive Models;183
8.21.1;21.1 Model 1 Findings: Age?Marital?Income?~Gender?Satisfy ? Visit;183
8.21.2;21.2 Findings for Model 2: A?~G?I?E?~M ? V;184
8.21.3;21.3 Findings for Model 3: ~A•~G•I•~E•~M ? V;184
8.21.4;21.4 Findings for Model 4: A•G•~I•E•~M ? ~V;184
8.21.5;21.5 Findings for Model 5: ~A•~G•~I•~E•M ? ~V;184
8.21.6;21.6 Findings for Model 6: Social•Economic•Culture•Environmental ? Trust;185
8.21.7;21.7 Findings for Model 7: Social•Economic•Culture ? Trust;185
8.21.8;21.8 Findings for Model 8: Social•Economic•Culture ? Image;186
8.21.9;21.9 Findings for Model 9: ~Social•~Economic•~Culture•~Environmental ? ~Trust;186
8.21.10;21.10 Findings for Model 10: Social•Economic•Culture•Environmental ? Visits;187
8.21.11;21.11 Findings for Model 11: Social•Economic•Culture•Environmental ? Expenditures;188
8.21.12;21.12 Findings for Model 12: ~Social•~Economic•~Culture•~Environmental ? ~Visits;189
8.21.13;21.13 Findings for Model 13: ~Social•~Economic•~Culture•~Environmental ? ~Expenditures;189
8.22;22 Discussion and Limitations;189
8.22.1;22.1 Limitations and Suggestions for Future Research;190
8.23;23 Contributions to Theory and TLM Management Practice;191
8.24;References;192
9;Chapter 6: Cultures’ Outcomes on Entrepreneurship, Innovation, and National Quality of Life;195
9.1;1 Introduction;196
9.2;2 Culture as a Complex Whole;196
9.3;3 Need Motivations and Entrepreneurship;198
9.4;4 Complexity Theory;200
9.5;5 The Updated General Theory of Complex Wholes of Culture and Motives Influencing Entrepreneurial Behavior and Quality of Life;203
9.5.1;5.1 The First Proposition (P1): Cultural Value Configurations Indicate Motivational Needs;205
9.5.2;5.2 P2: Need Configurations Indicate Entrepreneur Behavior (EB);205
9.5.3;5.3 P3): Religiosity Embeds in Cultural Values Configurations;205
9.5.4;5.4 P4: Religiosity Indicates Need Motivations Individually;205
9.5.5;5.5 P5: Configurations of the Three Need Motivations Indicate Nations Low/High in QOL;206
9.5.6;5.6 P6: Cultural Value Configurations/Religiosity Indicates Nations Low Versus High in EB;206
9.5.7;5.7 P7: Cultural Value Configurations Indicate Nations Low Versus High in (a) QOL and (b) Corruption;207
9.5.8;5.8 P8: Entrepreneur Behavior (EB) Configurations Indicate High/Low QOL and Corruption;207
9.5.9;5.9 P9: High Ethical Behavior Indicates High QOL;207
9.6;6 Method;208
9.6.1;6.1 Schwartz’s Cultural Values Typologies;208
9.6.2;6.2 McClelland’s Need Motivations;209
9.6.3;6.3 Religiosity;210
9.6.4;6.4 Entrepreneur Behavior;211
9.6.5;6.5 Quality of Life Metric;212
9.6.6;6.6 Ethical Behavior and Corruption Metric;213
9.6.7;6.7 Analysis: Calibration Procedure;213
9.6.8;6.8 Computing with Words (CWW) for a Membership Score for a Configuration;213
9.6.9;6.9 Predicting the Impact of Antecedent Configuration Conditions on Outcomes;214
9.7;7 Findings;214
9.7.1;7.1 The US Need Motivation Model: Findings for Model 1—nAch?nAff?nPow ? EB;215
9.7.2;7.2 The “Danish Need Motivation Model”: Findings for Model 2—~nAch? nAff ?~nPow ? EB;215
9.7.3;7.3 Findings for the German Need Motivations’ Configuration Model;215
9.7.4;7.4 The Findings for Model 3: ~nAch?~nAff?nPow ? ~ EB, ~QOL;217
9.7.5;7.5 Findings for (P1): Cultural Value Configurations Indicate Motivational Needs;218
9.7.6;7.6 The Findings Support P2: Need Motivation Configurations Indicate Entrepreneur Behavior;221
9.7.7;7.7 Do Complex Configurations of Need Motivations and GEM and GEDI Indicate High GII?;224
9.7.8;7.8 P3 and P4: Schwartz Cultural Value Configurations, Religiosity, and Need Motivations;225
9.7.9;7.9 P5 Findings: Need Motivation Configurations Indicating High/Low QOL;225
9.7.10;7.10 P6 Findings: Cultural Value Configurations Indicate High (Low) Entrepreneur Behavior;227
9.7.11;7.11 The Findings Support P7a: Religiosity Embeds in Cultural Values Configurations Indicates High (Low) QOL;230
9.7.12;7.12 The Findings Support P7B: Religiosity Embeds in Cultural Values Configurations Indicates High Ethical Behavior or High Corruption;231
9.7.13;7.13 The Findings Support P8: GEM, GEDI, and GII Models Indicate High (Low) QOL;233
9.7.14;7.14 The Findings Support P9: Nations High in Ethical Behavior Are High in QOL;235
9.7.15;7.15 Entrepreneur Behavior Predicting the Complex Outcome: QOL?Ethical Behavior;237
9.8;8 Discussion of Contributions to Theory and Limitations;239
9.8.1;8.1 Schwartz’ Cultural Values Theory Is Useful for Understanding/Predicting Outcomes;239
9.8.2;8.2 McClelland’s Need Motivation Theory Is Useful for Understanding/Predicting Outcomes;241
9.8.3;8.3 Entrepreneurship, Ethical Behavior, and Quality of Life;242
9.8.4;8.4 Religiosity, EB, QOL, and Corruption;242
9.8.5;8.5 Limitations;243
9.9;9 Recommendations for National Policies and Conclusions;244
9.9.1;9.1 Revising National Cultural Value and Need Motivation Configurations;244
9.9.2;9.2 Nurturing Change in Need Motivation Configurations;246
9.9.3;9.3 Nurturing Entrepreneurship Activities;246
9.9.4;9.4 Ethical Behavior Versus Corruption;247
9.9.5;9.5 Conclusion;247
9.10;Appendix A: Schwartz’s Cultural Values Data;248
9.11;Appendix B: National Data for Religiosity; McClelland’s nAch, nAff, and nPow; GII, GEM, and GEDI; GDPppp; Quality of Life; and Transparency (Negation of Corruption);249
9.12;Appendix C: Configurations of Need Motivation Indicating Nations High in Ethical Behavior Versus High in Corruption;251
9.13;Appendix D: Schwartz’s Cultural Values and Religiosity Indicating High (Low) nAch;251
9.14;Appendix E: The Findings Support P3 for nAff: Religiosity Embeds in Cultural Values Configurations Indicating nAff and the Negation of nAff;252
9.15;Appendix F: The Findings Support P3 for nPow: Religiosity Embeds in Cultural Values Configurations for nPow and the Negation of nPow;253
9.16;References;253
10;Author Index;257
11;Subject Index;262