Skip to main content icon/video/no-internet

Theory Development

Within the field of management and organizational studies, an author’s precise meaning of the term theory is often difficult to grasp, even for experienced readers. With the goal of informing the reading of this literature, this entry is divided into three sections. The first provides an overview of theory within the field of organizational and management scholarship, focusing on two broad topics: what is and isn’t considered theory and different kinds of theory. It then focuses on the development (including by way of graphical modeling) of one kind of theory—referred to as middle-range—characterized as answers to questions of, Why? The second section traces the evolutionary nature of different “stages” of theorizing and theory enhancement. The final section provides a practical template for readers who wish to assess the nature of a theory as well as to construct better management theory themselves. Throughout the entry, the term development is used in both a descriptive (how to) and a prescriptive (making something better) manner. The first treatment focuses on the building blocks of middle-range theorizing; the second focuses on the improvement of middle-range theories.

Fundamentals

What Is and Isn’t “Theory”?

In their classic 1995 article, Robert Sutton and Barry Staw specified “what theory is not. ” Included in their list were references, data, variables, diagrams, and hypotheses. At the end of their treatise, the authors briefly addressed what theory is. Their depiction represents a fairly wide consensus within this field, and social science more generally:

Theory is the answer to queries of why. Theory is about the connections among phenomena, a story about why acts, events, structure, and thoughts occur. Theory emphasizes the nature of causal relationships, identifying what comes first as well as the timing of such events. (p. 378)

Some scholars consider theory as the answering of any question, while others focus on “process” questions pertaining to how something happened. In line with the view expressed by Sutton and Staw, the focus of this entry will be on questions of why, generally characterized as causal explanations. This naturally invites the follow-up question: What is and isn’t an explanation?

One way to address this question is by comparing explanation (Why is it? How does it come to be?) with description (What is it?)—two complementary forms of scholarship used widely in this field. While descriptions focus on “a single thing” (What is it?), explanations necessarily encompass “multiple things”—often signified as an X → Y relationship. This leads to a second distinction. While descriptions of Y might use “arrows” to signify what things Y is related to (X is correlated with Y), it is customary and preferable to use arrows for causal explanations of Y (X is a cause of Y). Indeed, it has been argued that the “strength” of a particular theory depends on how well the causal mechanism implied by an arrow is specified. A third distinction involves the scope of an explanation: Whereas a description can apply to a single case (one manager, group, or organization), it is expected that an explanation applies to multiple cases—that is, it is expected that a theory is “broadly applicable.”

...

  • Loading...
locked icon

Sign in to access this content

Get a 30 day FREE TRIAL

  • Watch videos from a variety of sources bringing classroom topics to life
  • Read modern, diverse business cases
  • Explore hundreds of books and reference titles

Sage Recommends

We found other relevant content for you on other Sage platforms.

Loading