Causation, counterfactuals and competitive advantage

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dc.contributor.author Durand, Rodolphe
dc.contributor.author Vaara, Eero
dc.date.accessioned 2009-08-20T12:40:09Z fi
dc.date.accessioned 2011-03-02T09:38:13Z
dc.date.available 2009-08-20T12:40:09Z fi
dc.date.available 2011-03-02T09:38:13Z
dc.date.issued 2009-01-12
dc.identifier.uri http://hdl.handle.net/10227/408
dc.description.abstract Causation is still poorly understood in strategy research, and confusion prevails around key concepts such as competitive advantage. In this paper, we define epistemological conditions that help to dispel some of this confusion and to provide a basis for more developed approaches. In particular, we argue that a counterfactual approach – that builds on a systematic analysis of ‘what-if’ questions – can advance our understanding of key causal mechanisms in strategy research. We offer two concrete methodologies – counterfactual history and causal modeling – as useful solutions. We also show that these methodologies open up new avenues in research on competitive advantage. Counterfactual history can add to our understanding of the context-specific construction of resource-based competitive advantage and path dependence, and causal modeling can help to reconceptualize the relationships between resources and performance. In particular, resource properties can be regarded as mediating mechanisms in these causal relationships. fi
dc.language.iso en
dc.subject causation fi
dc.subject counterfactuals fi
dc.subject competitive advantage fi
dc.subject resource properties fi
dc.subject history fi
dc.subject causal modeling fi
dc.subject.other Management and Organisation fi
dc.title Causation, counterfactuals and competitive advantage fi
dc.relation.version Personal final accepted version

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