Prof. Dr. Johannes Meuer

Companies that seek to improve their operational performance by adopting new practices often report disappointing adoption rates. The literature concerning practice adoption has tended to focus on efficacy and legitimacy drivers at the organizational level. However, there exists convincing evidence that practice adoption largely depends on the commitment of those managers involved in the adoption of a given practice. Thus, we investigate what prompts operations managers to commit to practice adoption. We draw on the theory of planned behavior to explore the cognitive foundations of 76 operations managers' commitment to new operational practices. Using fuzzy-set qualitative comparative analysis, we identify three belief configurations associated with high levels of commitment—“the Follower,” “the Pragmatist,” and “the Reformer.” We contribute a behavioral operations perspective to the literature on practice adoption by providing an individual-level and configurational view of managerial commitment to change.

There is a need to conduct more diverse cross-case analyses in the Multiple Streams Approach (MSA) literature which originated in the United States, to show how key concepts, such as a windows-of-opportunity and the role of policy entrepreneurs, manifest in different political contexts. We apply Qualitative Comparative Analysis for a cross-case analysis of a unique dataset representing 20 countries from four continents. This approach allows us to highlight distinct pathways to influencing policies. We identify four configurations for expanding civic spaces and two configurations for changing policies. We identify three findings novel to MSA: there are two distinctive policy entrepreneur roles involving local and international civil society actors; effective entrepreneurship is conditional on strengthening civic voice and creating civic space conducive to advocacy; and, therefore, effective entrepreneurs often must focus on expanding the civic space to discuss policy problems and the technical and political feasibility of policy solutions.

Scholarly and managerial interest in corporate sustainability has increased significantly in the past two decades. However, the field is increasingly criticized for failing to effectively contribute to sustainable development and for its limited impact on managerial practice. We argue that this criticism arises due to a fundamental ambiguity around the nature of corporate sustainability. To address the lack of concept clarity, we conduct a systematic literature review and identify 33 definitions of corporate sustainability. Adopting the Aristotelian perspective on definitions, one that promotes reducing concepts to their essential attributes, we discern four components of corporate sustainability. These components offer a conceptual space of inquiry that, while being parsimonious, offers nuanced understanding of the dimensions along which definitions of corporate sustainability differ. We discuss implications for research and practice and outline several recommendations for how advancements in construct clarity may lead to a better scholarly understanding of corporate sustainability.

High-performance work systems (HPWS) are important conceptual instruments in the human resource management literature. Yet our current understanding of the complementarities within HPWS remains limited for two reasons: First, the dominant theoretical perspectives on HPWS provide a landscape of theoretical possibilities rather than an understanding of different possibilities through which HPWS generate positive effects on performance; and second, the literature on HPWS merely proposes several seemingly equally important HR practices. This article explores the internal nature of HPWS by integrating a configurational perspective of core, peripheral, and nonessential HR practices with a typology of complementarities. Analyzing 530 UK-based firms using fuzzy set qualitative comparative analysis (fsQCA), I identify four frequently implemented HPWS consistently associated with high labor productivity. The complementarities within all HPWS combine pairs of core HR practices with sets of peripheral HR practices. Moreover, the complementarities within three of the four HPWS rely on firms’ avoidance of implementing certain HR practices. The results suggest that the synergies of HPWS arise from efficient complementarities and virtuous overlaps, and reveal the significance of achieving high performance by not implementing HR practices. This article thus advances a new perspective on HPWSs, highlighting the challenges involved in successfully designing HPWS. © 2016 Wiley Periodicals, Inc.

Mixed methods systematically combine multiple research approaches—either in basic parallel, sequential, or conversion designs or in more complex multilevel or integrated designs. Multilevel mixed designs are among the most valuable and dynamic. Yet current multilevel designs, which are rare in the mixed methods literature, do not strongly integrate qualitative and quantitative approaches for use in one study. This lack of integration is particularly problematic for research in the organization sciences because of the variety of multilevel concepts that researchers study. In this article, we develop a multilevel mixed methods technique that integrates qualitative comparative analysis (QCA) with hierarchical linear modeling (HLM). This technique is among the first of the multilevel ones to integrate qualitative and quantitative methods in a single research design. Using Miles and Snow’s typology of generic strategies as an example of organizational configurations, we both illustrate how researchers may apply this technique and provide recommendations for its application and potential extensions. Our technique offers new opportunities for bridging macro and micro inquiries by developing strong inferences for testing, refining, and extending multilevel theories of organizational configurations.