Stakeholder engagement strategies, national institutions, and firm performance: A configurational perspective

**Research summary** Research documents the performance effects of attending to shareholders and treating employees well but underplays national differences in the relative power of labor and capital. We advance a configurational perspective that acknowledges the fit between stakeholder engagement, context, firm attributes and performance. As a cornerstone of this perspective, we develop a typology of stakeholder engagement strategies expressing how firms navigate the tension between conforming with local expectations—by prioritizing shareholders or employees, according to context—and being distinctive—by diverging from their peers. Analyzing a cross‐national sample of firms from 2004 to 2011, we identify combinations of engagement strategies, firm attributes, and contexts linked to high performance. Our findings highlight the multiple context‐dependent paths, which link stakeholder engagement to high firm performance. **Managerial summary** How do firms navigate pressures from shareholders and employees across different institutional environments? We develop a typology of stakeholder engagement strategies based on how firms in different countries strike a balance between conformity (i.e., prioritizing locally important stakeholders) and differentiation (i.e., prioritizing stakeholders that their local peers might neglect). Our findings show that the engagement strategies associated with high performance vary according to local institutional context and firm characteristics. In particular, by not merely prioritizing stakeholders who are already locally important, firms can use stakeholder engagement to differentiate themselves from their peers, and such engagement strategies are often linked to high performance. **Online appendix: Data Set** Available at [https://doi.org/10.35065/sten-2001](https://doi.org/10.35065/sten-2001

Studying Configurations with QCA: Best Practices in Strategy and Organization Research

Qualitative Comparative Analysis (QCA) is increasingly applied in strategy and organization research. The main purpose of our essay is to support this growing community of QCA scholars by identifying best practices that can help guide researchers through the key stages of a QCA empirical study (model building, sampling, calibration, data analysis, reporting and interpretation of findings) and by providing examples of such practices drawn from strategy and organization studies. Coupled with this main purpose, we respond to Miller’s (2017) essay on configuration research by highlighting our points of agreement regarding his recommendations for configurational research and by addressing some of his concerns regarding QCA. Our article thus contributes to configurational research by articulating how to leverage QCA for enriching configurational theories of strategy and organization

Embracing Causal Complexity: The Emergence of a Neo-Configurational Perspective

Causal complexity has long been recognized as a ubiquitous feature underlying organizational phenomena, yet current theories and methodologies in management are for the most part not well suited to its direct study. The introduction of the Qualitative Comparative Analysis (QCA) configurational approach has led to a reinvigoration of configurational theory that embraces causal complexity explicitly. We argue that the burgeoning research using QCA represents more than a novel methodology; it constitutes the emergence of a neo-configurational perspective to the study of management and organizations that enables a fine-grained conceptualization and empirical investigation of causal complexity through the logic of set theory. In this article, we identify four foundational elements that characterize this emerging neoconfigurational perspective: 1) conceptualizing cases as set theoretic configurations; 2) calibrating cases’ memberships into sets; 3) viewing causality in terms of necessity and sufficiency relations between sets; and, 4) conducting counterfactual analysis of unobserved configurations. We then present a comprehensive review of the use of QCA in management studies that aims to capture the evolution of the neo-configurational perspective among management scholars. We close with a discussion of a research agenda that can further this neoconfigurational approach and thereby shift the attention of management research away from a focus on net effects and towards examining causal complexity

Barriers to women entrepreneurship. Different methods, different results?

Building on research by Akehurst et al. (Serv Ind J 32:2489-2505, 2012), this study analysed internal and external factors in women entrepreneurship and linked these factors to the barriers that women face when starting businesses. To do so, two contrasting statistical techniques were used: PLS and QCA. After analysing results from each of these techniques, we observed that family duties and difficulties in obtaining financing (both internal and external) were the main factors related to barriers faced by women entrepreneurs

From Interactions to Institutions: Microprocesses of Framing and Mechanisms for the Structuring of Institutional Fields

Despite the centrality of meaning to institutionalization, little attention has been paid to how meanings evolve and amplify to become institutionalized cultural conventions. We develop an interactional framing perspective to explain the microprocesses and mechanisms by which this occurs. We identify three amplification processes and three ways frames stack up or laminate that become the building blocks for diffusion and institutionalization of meanings within organizations and fields. Although we focus on “bottom-up” dynamics, we argue that framing occurs in a politicized social context and is inherently bidirectional, in line with structuration, because microlevel interactions instantiate macrostructures. We consider how our approach complements other theories of meaning making, its utility for informing related theoretical streams, and its implications for organizing at the meso and macro levels

Who approves fraudulence? Configurational causes of consumers' unethical judgments

Corrupt behavior presents major challenges for organizations in a wide range of settings. This article embraces a complexity theoretical perspective to elucidate the causal patterns of factors underlying consumers’ unethical judgments. This study examines how causal conditions of four distinct domains combine into configurational causes of unethical judgments of two frequent forms of corrupt consumer behavior: shoplifting and fare dodging. The findings of fuzzy-set Qualitative Comparative Analyses indicate alternative, consistently sufficient ‘‘recipes’’ for the outcomes of interest. This study extends prior work on the topic by offering new insights into the interplay and the interconnected structures of multiple causal factors and by describing configurational causes of consumers’ ethical evaluations of corrupt behaviors. This knowledge may support practitioners and policy makers to develop education and control approaches to thwart corrupt consumer behaviors

Using CSR to complement or substitute national institutions? The value of balancing firm attention

Whether you can “do well” by “doing good” could well depend on what “good” you are doing and where. Therefore, Corporate Social Responsibility (CSR) can be considered an outcome of both institutional contexts and corporate agency, with a host of different CSR activities that a firm can focus on. In this paper, we situate a firm’s CSR activities in its local institutional context and study their combined effect on its financial performance. We theorize that there are two broad ways in which organizations can design their discretionary CSR activities. First, they may design their CSR activities to complement the dominant institutions of their local environment. Second, their CSR activities may substitute for the dominant institutions in their local environment. We use fsQCA to test which approach is financially rewarding, analysing a cross-national sample of firms spanning 2004- 2011. We find that high-performing firms substitute their local institutions by focusing CSR activities on areas that are neglected by dominant institutions. A substitutionary CSR strategy allows firms to balance their attention on a broader range of areas, thereby moving resources away from an area of diminishing marginal value and allowing them to differentiate themselves from competitors in attracting resources