Sessions_1&2_Foundation

6/16/21 Dr. Yuosre F. Badir School of Management Asian Institute of Technology Dr. Yuosre F. Badir SM62.9018 Foundation of Management Research 1 1 Foundation of Management Research: Session 1&2: Building blocks of theory development Dr. Yuosre F. Badir SM62.9018 Foundation of Management Research 2 2 1

6/16/21 TmtDhhrqaaemieounsnscseeodacttasdog/outroeeuirdcomrlarhenslabneenpssutntrdisisustonifdhnacaoteenyiehrmnspsdeisstone:sbcptddDohuwrentaeespioicfsltnelieetlnnielxesceistdanedasroegreanonfnvstftttehawhhalreoeeseedptsrleporleemuxcraasoictesersoctcantburehirtnaucsr.wlesghildsodorttefroiuanksprpdege.piyascoreraoafcannahardcdcclhhpiottrhtenieonrecpaetrathpeuresterueesaarlch My goal is to help you to be a good researcher and to publish in good journals Dr. Yuosre F. Badir SM62.9018 Foundation of Management Research 3 3 Research Topic Selection What is Theory? FOUR Blocks of Theory Development Dr. Yuosre F. Badir SM62.9018 Foundation of Management Research 4 4 2

6/16/21 Dr. Yuosre F. Badir SM62.9018 Foundation of Management Research 5 5 Vague/general Literature /initial RQ review Results in case of Research doing quali Model research development (hypotheses) Methodology Discussions and conclusions Dr. Yuosre F. Badir SM62.9018 Foundation of Management Research 6 6 3

6/16/21 Novelty/Newness In social life, when we meet new people, we sometime want to show how interesting individuals we are… so, we usually open a conversation 1- What should be the characteristics of this conversation?... Topic selection A bit outdated… but still ongoing… a lot of work already… a literature review on something old can be really hard and time consuming! Dr. Yuosre F. Badir SM62.9018 Foundation of Management Research 7 7 Dr. Yuosre F. Badir SM62.9018 Foundation of Management Research 8 8 4

6/16/21 DNdeooixfvifineetitlrn,eecrgnoewtsu,tondinrtiksegc,rroienentsctfeu.iaritmricvihen:,g Dr. Yuosre F. Badir SM62.9018 Foundation of Management Research 9 9 Von Hipple: User Innovation: His theory: important ideas for innovation do not come from companies R&D, but come from users (he call them “Lead users” C. Christensen: Disruptive Innovation: His theory: Big innovative firms fail because they listen too much (perhaps more than they should) to their customers!!!!! Laursen and Salter (2006): External knowledge search and innovation Their theory: They used “Attention-based view of the firm” to argue that: While knowledge is always good, too much search for external knowledge has a negative consequences on innovation. They proposed an inverted U-shape relationship between external search (breadth) and innovation performance. Dr. Yuosre F. Badir SM62.9018 Foundation of Management Research 10 10 5

6/16/21 Topic characteristics: -? -? -? -? Dr. Yuosre F. Badir SM62.9018 Foundation of Management Research 11 11 How we want to see a phenomena? From which angle (or from which theory perspective)? Basically, the lenses we see through Same phenomena can be seen from different angles… For example: Why someone becomes a criminal? - We can provide explanation using social theories (broken family, social injustice, etc.) - We can provide explanation using psychological theories - We can provide explanation using medical science (DNA) - Etc. Dr. Yuosre F. Badir SM62.9018 Foundation of Management Research 12 12 6

6/16/21 What are the possible This topic can be theories we can use to discussed from different discuss the impact of angles: coronavirus on individuals? - Nationalism - Economic - Cultural (within- group vs. outsider) - Etc. - - International Relations Theory - - Regional security - - Power theory, - - Etc. Dr. Yuosre F. Badir SM62.9018 Foundation of Management Research 13 13 Both healthy food basket and junk food basket are not confusing…. Mixing both in one basket is confusing (the cashier will be confused… whether the buyer knows what he/she is doing???)… same your research article…. Looking at a topic from one/two theories/angle(s) help to: (i) avoid confusions; (ii) give the impression that our mind is structured; (iii) progress in your work (as your literature review is clearly defined and easier to handle); and (iv) clearly identify/state your contribution Dr. Yuosre F. Badir SM62.9018 Foundation of Management Research 14 14 7

6/16/21 For simplicity….. Wpaonhrh…deen.tnTohmwhatiies…tnhthabf/iarnpisegoendlhidtoaiscpn, asptloehimnsessseuebte,iem/Icctaerhiussisnwiseke,o…ttfhatwlihkseewasabhelowatuthatyiisnasgngsosaeiy…vn:eg.…nttoI/athhainppketnh…is… Tfwerhmiielilsnpgidisrosiacftcuahtlreultyhactloelhrynravyoenourdugsrhatrttdiyhoaetntooaurpysr/uohavylelpytohetenhidersspitsoh/igenurte/e,tshisn…eor…erysw/ehharyiclpehow,tshictehhsoislars Example: What makes Apple successful? Is it the company Leadership/TMT? Is it the organization design? Is it people/employees? Culture? Technology used? Etc. Dr. Yuosre F. Badir SM62.9018 Foundation of Management Research 15 15 Dr. Yuosre F. Badir SM62.9018 Foundation of Management Research 16 16 8

6/16/21 Source: AMR, BUILDING THEORY ABOUT THEORY BUILDING: WHAT CONSTITUTES A THEORETICAL CONTRIBUTION?, AMR, 2011, Vol 36, No. 1, pp. 12-32 Dr. Yuosre F. Badir SM62.9018 Foundation of Management Research 17 17 Is a set of statements that seeks to explain problems, actions, or behaviour Dr. Yuosre F. Badir SM62.9018 Foundation of Management Research 18 18 9

6/16/21 — Researchers create new - - DreDirfsefieefsafererearcnrehccnehecresesr/bssse/bcstehwctohweloeaelnreasnrj?so?c?u?o?r?nnsaulilstatsnatsnadnd knowledge and integrates this knowledge with what we already know Dr. Yuosre F. Badir SM62.9018 Foundation of Management Research 19 19 Dr. Yuosre F. Badir SM62.9018 Foundation of Management Research 20 20 10

6/16/21 The resource-based view Transaction cost economics (TCE/TCT) § Firms out perform others Suggest that an organization will because of their resources… Also, engage in an alliance when this option suggests that firms form alliances is cheaper than, for example, to access or acquire resources, conducting an open market operation which are: or internalizing the transaction and integrating it with the organization’s § valuable, existing structure. § rare, § non-imitable and Market SA Hierarchy § non-substitutable and that transaction such access Within the § Determines the level of profits. firm, or M&A Dr. Yuosre F. Badir SM62.9018 Foundation of Management Research 21 21 Attention-based view of the firm § Firms, teams and employees have limited attention, and therefore, the time is very important resources that should be wisely used Contingency theory § Firm’s performance depends on other factors then just it is resources. The external environment play a major roles. Dr. Yuosre F. Badir SM62.9018 Foundation of Management Research 22 22 11

6/16/21 Example of RBV and Contingency theory Dr. Yuosre F. Badir SM62.9018 Foundation of Management Research 23 23 Example of RBV and Contingency theory Dr. Yuosre F. Badir SM62.9018 Foundation of Management Research 24 24 12

6/16/21 It is less important which theory we use to explain a phenomena, but the more important are the following three KEYS: (i) Coherence (ii) Efficiency, (iii) Structure Typically, researchers use/combine more then one theory to explain a event/phenomena… Being clear about the angle you look at the phenomena through (your lenses/theory) facilitate stating the contribution of your research Source: AMR, BUILDING THEORY ABOUT THEORY BUILDING: WHAT CONSTITUTES A THEORETICAL CONTRIBUTION?, AMR, 2011, Vol 36, No. 1, pp. 12-32 Dr. Yuosre F. Badir SM62.9018 Foundation of Management Research 25 25 - The mission of the Academy of Management Review (AMR): is to publish new theoretical insights that advance our understanding of management and organizations - The mission of a theory- development journal is to challenge and extend existing knowledge” Theoretical insights come from demonstrating how the addition of a new variable significantly alters our understanding of the phenomena by reorganizing our causal maps Source: AMR, BUILDING THEORY ABOUT THEORY BUILDING: WHAT CONSTITUTES A THEORETICAL CONTRIBUTION?, AMR, 2011, Vol 36, No. 1, pp. 12-32 26 Dr. Yuosre F. Badir SM62.9018 Foundation of Management Research 26 13

6/16/21 Conduct research that contributes knowledge to a scientific discipline, on the one hand, and to apply that knowledge to the practice of management as a profession, on the other Theory must have the potential to either (i) “improve the current research practice of informed scholars” or, (ii) improve the current managerial practice of organizational practitioners. Dr. Yuosre F. Badir SM62.9018 Foundation of Management Research 27 27 Dr. Yuosre F. Badir SM62.9018 Foundation of Management Research 28 28 14

6/16/21 Example 1 Technology Acceptance Model (TAM) (see next slide on how to modify a theory/model) Dr. Yuosre F. Badir SM62.9018 Foundation of Management Research 29 29 Example 1 Example of an incremental modification to a theory: In this article, the authors argue that there is a differences between adopting a new technology and “switching” into new technology. Consumers' switching to disruptive technology products: The roles of comparative economic value and technology type Dr. Yuosre F. Badir SM62.9018 Foundation of Management Research 30 30 15

6/16/21 Example 2 Dr. Yuosre F. Badir SM62.9018 Foundation of Management Research 31 31 Example 2 Dr. Yuosre F. Badir SM62.9018 Foundation of Management Research 32 32 16

6/16/21 Dr. Yuosre F. Badir SM62.9018 Foundation of Management Research 33 33 What (which How (How are variables, they related) constructs, concepts) Why (Explain why they are Sutbhjeeoctryof the related) Who, where, when (Set the boundaries) Dr. Yuosre F. Badir SM62.9018 Foundation of Management Research 34 34 17

6/16/21 What (which Authors tend to include many factors and then delete variables, some later as their idea becomes more focused constructs, (refine). concepts) Normally, it is easier to delete unnecessary or invalid elements than it is to justify additions Comprehensiveness Vs. Parsimony (tightnes) Dr. Yuosre F. Badir SM62.9018 Foundation of Management Research 35 35 NPD project tasks’ characteristics Interdependenc Complexity Uncertaint yy Industry - typical Communication NPD project goal characteristics Frequency and implementation Activities intensity Media-richness Mode of within week/month development Average unit-time to (modular vs. integrated) execute each activity Degree of Innovation Nature of activities execution (parallel Complexity of knowledge needed?! vs. sequences) Part of complexity Typical development NPD partners characteristics ((may be external sources. Supplier, cycle time university may be low market overlap and different technical skilss, Market dynamism while competitor is different)) Technical I should use the two types Dr. Yuosre F. Badir Market overlap of alliances by DUSSAUGE (Learning from competing 36 (high vs. low) competence (similar partners). Link and scale alliances (which is basically vs. different complementary vs. similar) SM62.9018 Foundation of Management Research 36 18

6/16/21 Typical industry characteristics Examines the relationship between industry characteristics and activities characteristics communication within development Activities intensity project level within week/month Communication Average unit-time to Frequency execute each activity Media-richness Nature of activities execution (parallel vs. sequences) Typical development cycle time Market dynamism Dr. Yuosre F. Badir SM62.9018 Foundation of Management Research 37 37 The Network Lead Company s (NLC) Strategy to Control the Coordination of the NPD Activities Executed with Strategic Partners: The focal company may follow different strategies with different partners. It depends on three issues: (i) the partner characteristics, (ii) the NLC characteristics (size, competence, strategy, etc), and (iii) the NPD project characteristics. And (iv) the external environment (market, competition, etc.) The following issues may increase the likelihood Partner dependency on the NLC (due to that the NLC control the coordination of activities, some characteristics of the NLC e.g. market position, technological Developing common goals and Power on the partner (e.g. buying shares, advancement, competitiveness, interests (sharing risk and equity, etc). The power the NLC has on the knowledge and resources that might be benefits of the NP). The partner, increase the likelihood of having more shared, etc. OR, if the network focal control on the coordination with this partner company is the only outlet of partner s common goals and interest the product, etc. the partner dependency on NLC has with the strategic the NLC increase the likelihood of having more control on the coordination with partner, increase the likelihood of this partner having more control on the coordination with this partner Trust between the The degree of competition in the market (the higher the two parties competition the more the partner The history of the relationship Coordination of NPD activities is willing to follow the NLC in (how old the partner with the project strategic order not to loss the business. partners The high competition in the relationship is). The old market of the partner, increase the likelihood of having more relationship between the NLC control on the coordination with the partner and its strategic partner The organization of the partner increase the likelihood of (flexibility versus rigidity). The controlling the coordination The degree of innovativeness of the flexibility of the partner s organization increase the with this partner product (1- radical product may likelihood of controlling the coordination with this partner. open new market for the partner, 38 or 2- may threaten the market Partner with few NPD projects position of the partner. In both in his pipeline (no problem of cases, the partner has no choice priorities! Generally its difficult but to follow the NLC). The radical to deal with busy partner). The innovative product increase the likelihood of having more control busy partner decrease the on the coordination with the likelihood of controlling the partner. coordination with this partner Dr. Yuosre F. Badir SM62.9018 Foundation of Management Research 38 19

6/16/21 The Network Lead Company s (NLC) Strategy to Control the Coordination of the NPD Activities Executed with Strategic Partners: The focal company may follow different strategies with different partners. It depends on three issues: (i) the partner characteristics, (ii) the NLC characteristics (size, competence, strategy, etc), and (iii) the NPD project characteristics. And (iv) the external environment (market, competition, etc.) The following issues may increase the likelihood that the NLC control the coordination of activities, Developing common goals and interests Trust between the (sharing risk and benefits of the NP). two partners The common goals and interest the NLC has with the strategic partner, increase the likelihood of having more control on the coordination with this partner Partner dependency on the NLC Coordination of NPD activities with the project strategic (due to some characteristics of the NLC e.g. market partners position, technological advancement, competitiveness, knowledge and resources that might be shared, etc. OR, if the network focal company is the only outlet of partner s product, etc. ] the partner dependency on the NLC increase the likelihood of having more control on the coordination with this partner The organization of the partner (flexibility versus rigidity). The flexibility of the partner s organization increase the likelihood of controlling the coordination with this partner. Dr. Yuosre F. Badir SM62.9018 Foundation of Management Research 39 39 What leads to individual long life span? Independent variables Dependent variables (antecedents/drivers) ? Long life span Dr. Yuosre F. Badir SM62.9018 Foundation of Management Research 40 40 20

6/16/21 How (How are Operationally this involves using \"arrows\" to they related) connect the \"boxes.\" Such a step adds order to the conceptualization by explicitly delineating patterns. It typically introduce causality It is useful to graphically depict the constructs With the exception of the essay by Ferraro et al. (2005), the ten award-winning articles all include at least one figure or table. Many of the articles illustrate conceptual constructs and relationships using boxes and arrows models, although not all of them use formal propositions to describe those relationships. From “Editor’s Comments: The Craft of Writing Theory articles, AMR, 2012” Dr. Yuosre F. Badir SM62.9018 Foundation of Management Research 41 41 How (How are (A) they related) Independent variable (construct) (B) Dependent variable Moderators Mediators (moderating the (mediating the relationship relationship between A & B between A & B) Can be fully or partial mediator Dr. Yuosre F. Badir SM62.9018 Foundation of Management Research 42 42 21

6/16/21 How (How are Moderators they related) (moderating the relationship between A & B (A) Mediators (B) Independent (mediating the Dependent variable relationship variable between A & B) Dr. Yuosre F. Badir Can be fully or 43 partial mediator SM62.9018 Foundation of Management Research 43 Leader TC Subordinate Learning WB (+) (+) Subordinate IWB Dr. Yuosre F. Badir SM62.9018 Foundation of Management Research 44 44 22

6/16/21 Leader TC Subordinate Subordinate IWB Learning WB Flexible org culture Subordinate motivation Badir Ex. in open Pollutions (BKK Badir will have spaces (park) Vs. Geneva) Long life span Badir Good health Healthy food Access to good health care system Dr. Yuosre F. Badir SM62.9018 Foundation of Management Research 45 45 Why (Explain The mission of a theory-development journal is to why they are challenge and extend existing knowledge, not simply to rewrite it. related) The “WAY”: The most fruitful, but also the most difficult avenue of theory development During the theory-development process, logic replaces data as the basis for evaluation. All the relationships in the model have not been tested. If all links have been empirically verified, the model is NOT interesting (add no value) What and How describe; only Why. explains The author provides a “Theoretical argument”, why he/she thinks that the proposition he/she provides is correct and logical Dr. Yuosre F. Badir SM62.9018 Foundation of Management Research 46 46 23

6/16/21 Technical skills (similar vs. complementary Degree of Inter- P2 Communication P1? Strength of ties Innovation organizational (weak vs. strong) (Radical vs. learning needed (frequency & incremental) media-richness) (degree & type) Mode of Development Market overlap (Modular vs. (high vs. low) integrated) Example 01 (see Examples Folder on Dropbox): Read the two-page documents and see how the author explain the relationship between inter-organizational learning and communication. Proposition 2. In the alliance’s first NPD project, when the required degree of inter-organizational learning is high and of tacit nature, the project team members will have high frequency of communication using high degree of media-richness, resulting in strong ties between partners. Dr. Yuosre F. Badir SM62.9018 Foundation of Management Research 47 47 Why these variables are related to each other and deserve to be in this model (see Example 2) Market Technological Competitive Turbulence Turbulence Intensity H2 H3 H4 Green Product Firm’s Financial Innovation H1 Performance The current issue and full text archive of this journal is available on Emerald Insight at: www.emeraldinsight.com/1460-1060.htm Green innovation and Green performance: moderation innovation and analyses from Thailand performance Adeel Tariq, Yuosre Badir and Supasith Chonglerttham School of Management, Asian Institute of Technology, Bangkok, Thailand Received 13 July 2018 Revised 16 October 2018 Accepted 29 November 2018 Abstract 48Purpose – ThDer. pYuuorsproe sFe. Boafdtirhis paper iSsMt6o2i.9n0v1e8stFigouantedatthioeninofflMueannacgeemofegntreReenseparrcohduct innovation performance (GPIP) on a firm’s financial performance (i.e. a firm’s profitability and risk). In addition, it has adopted the resource-based view and contingency theory to explore how GPIP and a firm’s financial performance 48relationship is manifested when subject to the moderating role of a firm’s market resource intensity and Downloaded by 110.77.182.7 At 18:46 03 January 2019 (PT) certain environmental factors, such as technological turbulence and market turbulence. Design/methodology/approach – Data were collected from 202 publicly listed Thai manufacturing firms. This research has used hierarchical regression analyses to empirically test the proposed research hypotheses. Findings – The findings reveal that GPIP exerts a significant influence on a firm’s financial performance, i.e. higher the GPIP, higher the firm’s profitability and lower the firm’s financial risk. Moreover, findings support the theoretical assertions that the higher level of market resource intensity, market turbulence and technological turbulence further strengthens GPIP and a firm’s financial performance relationship. Originality/value – By considering the independent moderating role of market resource intensity, market turbulence and technological turbulence, this research has contributed to reconcile the previously disparate findings regarding the GPIP and a firm’s financial performance relationship. Moreover, this research has highlighted the role of the essential moderators that business managers must understand and adjust to capitalize on and achieve superior financial performance. Keywords Technological turbulence, Green product innovation performance, Market resource intensity, 24 Market turbulence, Firm’s financial performance Paper type Research paper Introduction In response to the increase in environmental concerns, firms have incorporated sustainability into their innovation strategy – i.e. green innovation – to remain competitive and mitigate any harmful effect on the environment. However, incorporating green innovation needs to align with a firm’s strategic objectives to remain adequately profitable (Li, 2014). Firms need to address the critical question of whether involvement in green innovation enhances the financial performance (Cronin et al., 2011). Even though

6/16/21 Who, where, These conditions place limitations on the propositions when (Set the generated from a theoretical model. These temporal boundaries) and contextual factors set the boundaries of generalizability, and as such constitute the range of the theory. Questions such as the following may be asked: Would your predictions hold in Japan? With a blue-collar population? Across time periods? All NPD projects or only the FRIST NPD project? For example, theorists should be encouraged to think about whether their theoretical effects vary over time, either because other time-dependent variables are theoretically important or because the theoretical effect is unstable for some reason. For example TRUST issue… beginning of relatinship vs. Later stages of relationship) Dr. Yuosre F. Badir SM62.9018 Foundation of Management Research 49 49 Who, where, when (Set the boundaries) According to the contextualist perspective (Gergen, 1982), meaning is derived from context. That is, we understand what is going on by appreciating where and when it is happening. Observations are embedded and must be understood within a context. Therefore, authors of inductively generated theories have a particular responsibility for discussing limits of generalizability (high tech vs. low-tech; or Large vs. small firms). Dr. Yuosre F. Badir SM62.9018 Foundation of Management Research 50 50 25

6/16/21 TECHNOLOGICAL LOCKOUT: AN INTEGRATIVE MODEL OF THE ECONOMIC AND STRATEGIC FACTORS DRIVING TECHNOLOGY SUCCESS AND FAILURE Dr. Yuosre F. Badir SM62.9018 Foundation of Management Research 51 51 TECHNOLOGICAL LOCKOUT: AN INTEGRATIVE MODEL OF THE ECONOMIC AND STRATEGIC FACTORS DRIVING TECHNOLOGY SUCCESS AND FAILURE Dr. Yuosre F. Badir SM62.9018 Foundation of Management Research 52 52 26

6/16/21 Dr. Yuosre F. Badir SM62.9018 Foundation of Management Research 53 53 Dr. Yuosre F. Badir SM62.9018 Foundation of Management Research 54 54 27

6/16/21 Technical skills (similar vs. complementary Degree of Inter- P2 Communication P1? Strength of ties Innovation organizational P3 (frequency & (weak vs. strong) (Radical vs. learning needed incremental) media-richness) (degree & type) Mode of Development Market overlap (Modular vs. (high vs. low) integrated) Proposition 2. In the alliance’s first NPD project, when the required degree of inter-organizational learning is high and of tacit nature, the project team members will have high frequency of communication using high degree of media-richness, resulting in strong ties between partners. Proposition 3: In the alliance’s first NPD project, the relationship between the required inter-organization learning and commination is moderated by market overlap. The higher the market overlap, the weaker the relationship; consequently partners most likely will establish less strong ties Dr. Yuosre F. Badir SM62.9018 Foundation of Management Research 55 55 Most organizational scholars are not going to generate a new theory from scratch. Instead, they generally work on improving what already exists. One way to demonstrate the value of a proposed change in a list of factors is to identify how this change affects the accepted relationships between the variables (Hows). Just as a list of variables does not constitute a theory, so the addition of a new variable to an existing list should not be mistaken as a theoretical contribution. Dr. Yuosre F. Badir SM62.9018 Foundation of Management Research 56 56 28

6/16/21 LINKING EMPOWERING LEADERSHIP AND EMPLOYEE CREATIVITY: THE INFLUENCE OF PSYCHOLOGICAL EMPOWERMENT, INTRINSIC MOTIVATION, AND CREATIVE PROCESS ENGAGEMENT, AMJ, 2010, Vol. 53, No. 1, 107–128. Well established relationship Dr. Yuosre F. Badir SM62.9018 Foundation of Management Research 57 57 Dr. Yuosre F. Badir SM62.9018 Foundation of Management Research 58 58 29

6/16/21 NPD performance Exercise Threshold Life span Team Divesity Exercise 59 59 — (a) identify a few top-notch articles, — (b) read through them closely to understand the ways that ideas are organized and developed, — (c) outline or map out the structure of the articles, and then — (d) see if you can customize the learning you gain in this process to come up with a new approach that restructures your inquiry. Dr. Yuosre F. Badir SM62.9018 Foundation of Management Research 60 60 30

6/16/21 — First (submission on June 26tyh, before midnight): submit one page summary of three articles (one page for each article) — 1- What Constitutes A Theoretical Contribution? — 2- Editor’s Comments: The Craft Of Writing Theory Articles – Variety And Similarity In AMR — 3- Developing novel theoretical insight From reviews of existing theory and Research — Second (presentation on July 3rd & 4th): Submit your presentation slides on Jan 15th) — Select an article from a top journal and prepare presentation following the “four blocks of theory development” (we use FT best journals list): — https://www.ft.com/content/3405a512-5cbb-11e1-8f1f-00144feabdc0 Dr. Yuosre F. Badir SM62.9018 Foundation of Management Research 61 61 Dr. Yuosre F. Badir SM62.9018 Foundation of Management Research 62 62 31