Research & Skills – summary articles
Article 1: Sutton & Staw: What Theory Is Not
In behavioural sciences, there is a lack of consensus on what theory exactly is, and what constitutes
strong versus weak theory. However, there is more consensus about what theory is not.
1. References are not theory
a. References to earlier theory help set the stage for new conceptual arguments
b. Theories explain the causal logic they contain detail and compelling arguments
c. How are concepts and causal arguments linked to the theory developed or tested?
2. Data are not theory
a. Much organizational theory is based on data (e.g., factor loading, informant’s
statements)
b. Data describe which empirical patterns were observed, while theory explains why
empirical patterns are observed
c. Empirical results can support a theory but are not theories themselves. Causal
reasoning is needed to constitute a theory.
d. Often hypotheses are motivated by prior data rather than theory (explaining why)
e. Occurs in both quantitative and qualitative papers
3. List of variables or constructs are not theory
a. A theory must also explain why variables or constructs come about, why they are
connected, and why they are expected to be strong predictors.
b. Simply listing a set of antecedents with influence on a dependent variable does not
make a theoretical argument.
4. Diagrams are not theory
a. Least helpful are representations that list categories of variables, more helpful are
figures that show causal relationships in a logical order, and the effect of third
variables or figures that show a process over time.
b. Figures can show patterns and causal connections, but rarely explain why the
proposed connections will be observed.
c. Good theory is often representational and verbal.
d. One indication that a strong theory has been proposed is that it is possible to discern
conditions in which the major proposition or hypothesis is most and least likely to
hold.
5. Hypotheses (predictions) are not theory
a. Hypotheses make explicit how variables and relationships following from a logical
argument will be operationalized.
b. However, hypotheses are concise arguments about what is expected to occur, not why
it is expected to occur
c. List of hypotheses cannot substitute logical arguments
1
, Identifying strong theory:
- The theory is the answer to queries of why: identifying causal relationships, logical reasoning,
the timing of events
- Strong theory, in our view, delves into underlying processes so as to understand the systematic
reasons for particular occurrences or non-occurrence
- Includes a list of convincing and logically interconnected arguments
The case against theory:
- The organizational theory first needs more descriptive narratives about organizational life.
More fundamental knowledge is needed first
- Difference between theory building and theory testing, also in journals and writers.
- Training should become a larger issue, to constantly press the need for theory building
- Contradictory demands for both strong theory and precise measurement exist
Recommendations
Journals are forced to make implicit trade-offs between theory and method to fill their pages.
Recommended rebalancing the selection process between theory and method. If a theory is particularly
interesting, the standards used to evaluate how well it is tested or grounded need to be relaxed, not
strengthened. Revise norms about the linkage between theory and data, which is already the case for
qualitative research. Here, theory building is more used than theory testing.
Article 2: Song et al.: Does Strategic Planning Enhance or Impede Innovation and Firm
Performance?
Relationship: an increasing number of NPD projects, and higher firm performance.
- Strategic planning can increase the number of NDP projects
- Strategic planning can decrease the number of NDP projects as it prevents firms from
deviating from inertia, rules, industry norms and regulations, regardless of the positive effects
if may have on idea generation
- Moderating variables are considered that influence the relationship between strategic planning
and the number of NPD projects
2
Article 1: Sutton & Staw: What Theory Is Not
In behavioural sciences, there is a lack of consensus on what theory exactly is, and what constitutes
strong versus weak theory. However, there is more consensus about what theory is not.
1. References are not theory
a. References to earlier theory help set the stage for new conceptual arguments
b. Theories explain the causal logic they contain detail and compelling arguments
c. How are concepts and causal arguments linked to the theory developed or tested?
2. Data are not theory
a. Much organizational theory is based on data (e.g., factor loading, informant’s
statements)
b. Data describe which empirical patterns were observed, while theory explains why
empirical patterns are observed
c. Empirical results can support a theory but are not theories themselves. Causal
reasoning is needed to constitute a theory.
d. Often hypotheses are motivated by prior data rather than theory (explaining why)
e. Occurs in both quantitative and qualitative papers
3. List of variables or constructs are not theory
a. A theory must also explain why variables or constructs come about, why they are
connected, and why they are expected to be strong predictors.
b. Simply listing a set of antecedents with influence on a dependent variable does not
make a theoretical argument.
4. Diagrams are not theory
a. Least helpful are representations that list categories of variables, more helpful are
figures that show causal relationships in a logical order, and the effect of third
variables or figures that show a process over time.
b. Figures can show patterns and causal connections, but rarely explain why the
proposed connections will be observed.
c. Good theory is often representational and verbal.
d. One indication that a strong theory has been proposed is that it is possible to discern
conditions in which the major proposition or hypothesis is most and least likely to
hold.
5. Hypotheses (predictions) are not theory
a. Hypotheses make explicit how variables and relationships following from a logical
argument will be operationalized.
b. However, hypotheses are concise arguments about what is expected to occur, not why
it is expected to occur
c. List of hypotheses cannot substitute logical arguments
1
, Identifying strong theory:
- The theory is the answer to queries of why: identifying causal relationships, logical reasoning,
the timing of events
- Strong theory, in our view, delves into underlying processes so as to understand the systematic
reasons for particular occurrences or non-occurrence
- Includes a list of convincing and logically interconnected arguments
The case against theory:
- The organizational theory first needs more descriptive narratives about organizational life.
More fundamental knowledge is needed first
- Difference between theory building and theory testing, also in journals and writers.
- Training should become a larger issue, to constantly press the need for theory building
- Contradictory demands for both strong theory and precise measurement exist
Recommendations
Journals are forced to make implicit trade-offs between theory and method to fill their pages.
Recommended rebalancing the selection process between theory and method. If a theory is particularly
interesting, the standards used to evaluate how well it is tested or grounded need to be relaxed, not
strengthened. Revise norms about the linkage between theory and data, which is already the case for
qualitative research. Here, theory building is more used than theory testing.
Article 2: Song et al.: Does Strategic Planning Enhance or Impede Innovation and Firm
Performance?
Relationship: an increasing number of NPD projects, and higher firm performance.
- Strategic planning can increase the number of NDP projects
- Strategic planning can decrease the number of NDP projects as it prevents firms from
deviating from inertia, rules, industry norms and regulations, regardless of the positive effects
if may have on idea generation
- Moderating variables are considered that influence the relationship between strategic planning
and the number of NPD projects
2
