Using qualitative comparative analysis in strategic management research: An examination of combinations of industry, corporate, and business-unit effects

The authors present qualitative comparative analysis (QCA) as a viable method for strategic management research. Specifically, they demonstrate its ability to examine the potential interdependence and complexity among effects through a study of how industry, corporate, and business-unit attributes combine in determining business-unit performance. They present in an accessible manner the consecutive phases of the QCA approach by analyzing a sample of 2,841 cases of business-unit performance, and they examine the insights that the QCA analysis provides for this particular stream of literature. The authors conclude with a discussion of the benefits and limitations QCA poses for strategic management research more generally, including major contingencies under which QCA or linear methods may be more appropriate for strategy research.