Home > Research > Publications & Outputs > Causation, counterfactuals, and competitive adv...
View graph of relations

Causation, counterfactuals, and competitive advantage

Research output: Contribution to journalJournal articlepeer-review

Published

Standard

Causation, counterfactuals, and competitive advantage. / Durand, Rodolphe; Vaara, Eero.

In: Strategic Management Journal, Vol. 30, No. 12, 12.2009, p. 1245-1264.

Research output: Contribution to journalJournal articlepeer-review

Harvard

Durand, R & Vaara, E 2009, 'Causation, counterfactuals, and competitive advantage', Strategic Management Journal, vol. 30, no. 12, pp. 1245-1264. https://doi.org/10.1002/smj.793

APA

Durand, R., & Vaara, E. (2009). Causation, counterfactuals, and competitive advantage. Strategic Management Journal, 30(12), 1245-1264. https://doi.org/10.1002/smj.793

Vancouver

Durand R, Vaara E. Causation, counterfactuals, and competitive advantage. Strategic Management Journal. 2009 Dec;30(12):1245-1264. https://doi.org/10.1002/smj.793

Author

Durand, Rodolphe ; Vaara, Eero. / Causation, counterfactuals, and competitive advantage. In: Strategic Management Journal. 2009 ; Vol. 30, No. 12. pp. 1245-1264.

Bibtex

@article{3b1f9e49cd834c01a1e64f9cb5e73c40,
title = "Causation, counterfactuals, and competitive advantage",
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 dispel some of this confusion and provide a basis for more developed approaches. In particular, we argue that a counterfactual approach—one that builds on a systematic analysis of {\textquoteleft}what-if{\textquoteright} 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.",
keywords = "causation, counterfactuals, competitive advantage, resource properties, history, causal modeling",
author = "Rodolphe Durand and Eero Vaara",
year = "2009",
month = dec,
doi = "10.1002/smj.793",
language = "English",
volume = "30",
pages = "1245--1264",
journal = "Strategic Management Journal",
issn = "0143-2095",
publisher = "John Wiley and Sons Ltd",
number = "12",

}

RIS

TY - JOUR

T1 - Causation, counterfactuals, and competitive advantage

AU - Durand, Rodolphe

AU - Vaara, Eero

PY - 2009/12

Y1 - 2009/12

N2 - 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 dispel some of this confusion and provide a basis for more developed approaches. In particular, we argue that a counterfactual approach—one 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.

AB - 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 dispel some of this confusion and provide a basis for more developed approaches. In particular, we argue that a counterfactual approach—one 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.

KW - causation

KW - counterfactuals

KW - competitive advantage

KW - resource properties

KW - history

KW - causal modeling

U2 - 10.1002/smj.793

DO - 10.1002/smj.793

M3 - Journal article

VL - 30

SP - 1245

EP - 1264

JO - Strategic Management Journal

JF - Strategic Management Journal

SN - 0143-2095

IS - 12

ER -