Configurational theorising is about transcending the qualitative-quantitative divide by formulating formal statements explaining how causally relevant conditions combine into configurations associated with the outcome of interest.
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Diffusion of innovation studies aim to understand what stimulates the adoption of a resource, such as an idea or product, and how such a decision can affect a social structure and context.
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Evolutionary economics explains change over time with respect to economic development.
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The resource-based theory (RBT) is an influential approach in strategic management. It has been widely applied as a managerial framework to determine vital resources for a firm to achieve a sustained competitive advantage. The theory provides an essential framework to explain and predict the fundamentals of a company’s performance and competitive advantage.
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Social capital refers to the structure and quality of social relationships and constitutes a positive product of social interactions that can be a source of benefits for individuals, social groups and the society as a whole.
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Socio-technical theory is an organisational theory that conceptualises a given work or other system in view of its constituent social and technical subsystems, with the goal of achieving system success through joint optimisation.
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The technology acceptance model (TAM) explains the acceptance of information systems by individuals. TAM postulates that the acceptance of technology is predicted by the users’ behavioural intention, which is, in turn, determined by the perception of technology usefulness in performing the task and perceived ease of its use.
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The Theory of Planned Behaviour (TPB) is one of the most influential theories of human behaviour. It posits that individual behaviour is driven by intention, which is influenced by attitude, subjective norm, and perceived behavioural control. It has been applied across many research domains.
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The Unified Theory of Acceptance and Use of Technology (UTAUT) examines the acceptance of technology, determined by the effects of performance expectancy, effort expectancy, social influence and facilitating conditions.
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The Upper Echelons Theory postulates that the idiosyncratic characteristics (e.g., cognitive base and values) of a firm’s top-level managers play a key role in explaining and/or predicting strategic decisions and organisational performance. Top-level managers’ cognitive base and values exert influence on how they interpret strategic situations, shaping their decisions and resulting in market and financial performance outcomes.
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