Organizational configurations and performance: the role of statistical power in extant research

Article Abstract:

Insufficient statistical power is cited as a possible reason why studies have failed to find a connection between organizational configurations and performance. Leaders in the field of strategic management research have come to challenge the significance of the concept of organizational configurations as a result of the absence of link. However, this analysis contends that sample sizes in most studies may have been too small to uncover any relationship even though such a link may in fact be present. To validate this assertion, an analysis of 24 tests of the association between configurations and performance was conducted. Result showed that only 8% used samples that were large enough to monitor relationships. This suggests that statistical power may indeed be behind the existing results.

Analysis, Organizational research, Statistical hypothesis testing

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Towards enhancing survivors' organizational and personal reactions to layoffs: a rejoinder to Daniels

Article Abstract:

Kevin Daniels (1995) reviewed a paper by Brockner et al. which studied the behavior of layoff survivors and which appeared on the 1993 Special Issue of Strategic Management Journal. His critique argued that Brockner et al. were encouraging managers in companies going through downsizing to conduct layoffs in manner that is damaging to the survivors. Moreover, he discussed the flaws inherent in the methodology employed by the researchers. Although certain research methods were indeed problematic, Daniels misread the conclusion of the paper when he averred that layoffs may be performed in a way that is not beneficial to survivors. Brockner et al. were actually imparting the message that layoffs should be done through approaches that are positive to both the organization and its employees.

Psychological aspects, Layoffs

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Assessment of statistical power in contemporary strategy research

Article Abstract:

The idea of statistical power is reviewed, and analysis presented on the power of 44 recently published empirical strategic management studies. Mean power figures of 0.23, 0.59, and 0.83 were found for small, medium, and large estimates, respectively. Research results were generally like those found in other social sciences, and were found to be especially germane to strategic management research, given the association of many strategic management studies and the complexity and evolving stage of the field, which make the small effect size more likely. Ways are discussed in which statistical power in strategic management research could be improved.

Planning, Multivariate analysis, Management research, Strategic planning (Business)

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