Entry
Reader's guide
Entries A-Z
Subject index
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.”
...
- Nature of Management
- Managing People, Personality, and Perception
- Affect Theory
- Affective Events Theory
- Big Five Personality Dimensions
- Causal Attribution Theory
- Cognitive Dissonance Theory
- Emotional and Social Intelligence
- Fairness Theory
- Image Theory
- Individual Values
- Job Demands–Resources Model
- Locus of Control
- Organizational Commitment Theory
- Organizational Identification
- Organizationally Based Self-Esteem
- Psychological Contract Theory
- Psychological Type and Problem-Solving Styles
- Schemas Theory
- Self-Concept and Theory of Self
- Self-Fulfilling Prophecy
- Sensemaking
- Social Cognitive Theory
- Social Construction Theory
- Social Identity Theory
- Social Information Processing Model
- Theory of Emotions
- Theory of Reasoned Action
- Theory of Self-Esteem
- Type A Personality Theory
- Managing Motivation
- Managing Interactions
- Circuits of Power and Control
- Conflict Handling Styles
- Critical Theory of Communication
- Dialectical Theory of Organizations
- Dual-Concern Theory
- Genderlect and Linguistic Styles
- Influence Tactics
- Informal Communication and the Grapevine
- Information Richness Theory
- Organizational Assimilation Theory
- Patterns of Political Behavior
- Principled Negotiation
- Social Exchange Theory
- Social Information Processing Model
- Social Movements
- Social Network Theory
- Social Power, Bases of
- Strategic Contingencies Theory
- Structuration Theory
- Theory of Cooperation and Competition
- Trust
- Managing Groups
- Asch Effect
- Group Development
- Group Polarization and the Risky Shift
- Group Punctuated Equilibrium Model
- Groupthink
- High-Performing Teams
- Multicultural Work Teams
- Norms Theory
- Role Theory
- Social Facilitation Management
- Social Identity Theory
- Social Impact Theory and Social Loafing
- Virtual Teams
- Work Team Effectiveness
- Managing Organizations
- Actor-Network Theory
- Agency Theory
- Behavioral Theory of the Firm
- Bureaucratic Theory
- Complexity Theory and Organizations
- Compliance Theory
- Cooptation
- Differentiation and the Division of Labor
- Dramaturgical Theory of Organizations
- High-Reliability Organizations
- Knowledge-Based View of the Firm
- Matrix Structure
- Meaning and Functions of Organizational Culture
- Multifirm Network Structure
- Organic and Mechanistic Forms
- Organizational Culture and Effectiveness
- Organizational Culture Model
- Organizational Culture Theory
- Organizational Identity
- Organizational Socialization
- Organizational Structure and Design
- Sociotechnical Theory
- Stewardship Theory
- Systems Theory of Organizations
- Technology and Complexity
- Technology and Interdependence/Uncertainty
- Technology and Programmability
- Typology of Organizational Culture
- Managing Environments
- Strategic Management
- Agency Theory
- Balanced Scorecard
- BCG Growth-Share Matrix
- Business Policy and Corporate Strategy
- Competitive Advantage
- Core Competence
- Diversification Strategy
- Dynamic Capabilities
- Excellence Characteristics
- Firm Growth
- First-Mover Advantages and Disadvantages
- Game Theory
- Hypercompetition
- Knowledge-Based View of the Firm
- Modes of Strategy / Planned-Emergent
- Organizational Effectiveness
- Product-Market Differentiation Model
- Resource Orchestration Management
- Resource-Based View of the Firm
- Seven-S Framework
- Six Sigma
- Stakeholder Theory
- Strategic Decision Making
- Strategic Flexibility
- Strategic Frames
- Strategic Groups
- Strategic Profiles
- Strategy and Structure
- Strategy-as-Practice
- SWOT Analysis Framework
- Tacit Knowledge
- Upper-Echelons Theory
- Value Chain
- Human Resources Management
- Attraction-Selection-Attrition Model
- Behavioral Perspective of Strategic Human Resource Management
- Career Stages and Anchors
- European Model of Human Resource Management
- High-Performance Work Systems
- Human Capital Theory
- Human Resource Management Strategies
- Human Resources Roles Model
- Knowledge Workers
- Model of Occupational Types
- Organizational Demography Model
- Personal Engagement (at Work) Model
- Protean and Boundaryless Careers
- Strategic International Human Resource Management
- Theory of Organizational Attractiveness
- Theory of Transfer of Training
- International Management and Diversity
- Acculturation Theory
- Cultural Attitudes in Multinational Corporations
- Cultural Intelligence
- Cultural Values
- Diamond Model of National Competitive Advantage
- GLOBE Model
- High- and Low-Context Cultures
- Institutional Theory of Multinational Corporations
- Interactional Model of Cultural Diversity
- Managing Diversity
- Multicultural Work Teams
- Organizational Demography
- Social Identity Theory
- Transnational Management
- Managerial Decision Making, Ethics, and Creativity
- “Unstructured” Decision Making
- Analytic Hierarchy Process Model
- Bounded Rationality and Satisficing (Behavioral Decision-Making Model)
- Brainstorming
- BVSR Theory of Human Creativity
- Componential Theory of Creativity
- Decision Support Systems
- Decision-Making Styles
- Escalation of Commitment
- Ethical Decision Making, Interactionist Model of
- Evidence-Based Management
- Experiential Learning Theory and Learning Styles
- Garbage Can Model of Decision Making
- Image Theory
- Interactionalist Model of Organizational Creativity
- Intuitive Decision Making
- Investment Theory of Creativity
- Managerial Decision Biases
- Moral Reasoning Maturity
- Participative Model of Decision Making
- Programmability of Decision Making
- Prospect Theory
- Stages of Creativity
- Strategic Decision Making
- Management Education, Research, and Consulting
- Academic-Practitioner Collaboration and Knowledge Sharing
- Action Research
- Analytical and Sociological Paradigms
- Appreciative Inquiry Model
- Bad Theories
- Critical Management Studies
- Engaged Scholarship Model
- Evidence-Based Management
- Large Group Interventions
- Management (Education) as Practice
- Multilevel Research
- Narrative (Story) Theory
- Organizational Development
- Positive Organizational Scholarship
- Process Consultation
- Psychological Type and Problem-Solving Styles
- Theory Development
- Theory of the Interesting
- Management of Operations, Quality, and Information Systems
- Kaizen and Continuous Improvement
- Adaptive Structuration Theory
- Decision Support Systems
- Gantt Chart and PERT
- Lean Enterprise
- Management Control Systems
- Quality Circles
- Quality Trilogy
- Strategic Information Systems
- Technology Acceptance Model
- Technology Affordances and Constraints Theory (of MIS)
- Theory of Constraints (TOC)
- Total Quality Management
- Management of Entrepreneurship
- Management of Learning and Change
- Action Learning
- Business Process Reengineering
- Continuous and Routinized Change
- Double Loop Learning
- Experiential Learning Theory and Learning Styles
- Force Field Analysis and Model of Planned Change
- Learning Organization
- Logical Incrementalism
- Organizational Development
- Organizational Learning
- Process Theories of Change
- Punctuated Equilibrium Model
- Quantum Change
- Strategies for Change
- Management of Technology and Innovation
- Architectural Innovation
- Dual-Core Model of Organizational Innovation
- Innovation Diffusion
- Innovation Speed
- Lead Users
- Open Innovation
- Patterns of Innovation
- Product Champions
- Profiting From Innovation
- Sociotechnical Theory
- Stages of Innovation
- Technological Discontinuities
- Technology Acceptance Model
- Technology and Complexity
- Technology and Interdependence/Uncertainty
- Technology and Programmability
- Technology S-Curve
- Transfer of Technology
- Management and Leadership
- Attribution Model of Leadership
- Authentic Leadership
- Charismatic Theory of Leadership
- Cognitive Resource Theory
- Competing Values Framework
- Contingency Theory of Leadership
- Leader–Member Exchange Theory
- Leadership Continuum Theory
- Leadership Practices
- Level 5 Leadership
- Managerial Grid
- Path-Goal Theory of Leadership
- Servant Leadership
- Situational Theory of Leadership
- Substitutes for Leadership
- Theory X and Theory Y
- Trait Theory of Leadership
- Transformational Theory of Leadership
- Management and Social / Environmental Issues
- Loading...
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.
Have you created a personal profile? Login or create a profile so that you can save clips, playlists and searches