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Organizational Research Methods
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Using Qualitative Comparative Analysis in Strategic Management Research

An Examination of Combinations of Industry, Corporate, and Business-Unit Effects

Thomas Greckhamer

Louisiana State University, tgreck{at}lsu.edu

Vilmos F. Misangyi

University of Delaware

Heather Elms

American University

Rodney Lacey

University of California, Davis

The authors present qualitative comparative analysis (QCA) as a viable method for strategic management research. Specifically, they demonstrate its ability to examine the potential interdependence and complexity among effects through a study of how industry, corporate, and business-unit attributes combine in determining business-unit performance. They present in an accessible manner the consecutive phases of the QCA approach by analyzing a sample of 2,841 cases of business-unit performance, and they examine the insights that the QCA analysis provides for this particular stream of literature. The authors conclude with a discussion of the benefits and limitations QCA poses for strategic management research more generally, including major contingencies under which QCA or linear methods may be more appropriate for strategy research.

Key Words: qualitative comparative analysis • firm performance • business-unit performance • strategy research

This version was published on October 1, 2008

Organizational Research Methods, Vol. 11, No. 4, 695-726 (2008)
DOI: 10.1177/1094428107302907
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