TheoryHub

Theories: 9

Agency Theory

Agency theory explains how contracts, incentives, and monitoring align the interests of principals and agents with differing goals and unequal information to minimise agency costs.

Cognitive Dissonance Theory

Cognitive dissonance theory aims to explain the relationships between the motivation, perceptions and cognitions of an individual.

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.

Diffusion of Innovations

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.

Dynamic Capabilities Theory

Dynamic capabilities (DCs) are higher-level competences enabling organisations to integrate, build, and reconfigure resources to address and shape dynamic environments.

Equity Theory

Equity Theory explains the individual's perception of fairness in social exchange relationships, based on the perception of one’s input into relations and the output of those relations compared against the ratio of the input and output of other people

Resource-Based Theory

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.

Self-Presentation Theory

Self-presentation is an influential theory in sociology, aiming to explain how individuals develop, shape, and maintain their impressions in society.

Upper Echelons Theory

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.

Concepts: 2

Backstage Strategy (Psychology > Self-Presentation Theory)

Frontstage Strategy (Psychology > Self-Presentation Theory)

Operationalised:	Qualitatively Quantitatively
Theory Level:	Micro Meso Macro
Theory Level:	Theory for Analysing Theory for Explaining Theory for Predicting Theory for Explaining and Predicting Theory for Design and Action

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