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Although QCA was originally developed specifically for small-N settings, recent studies have shown its potential for large-N organization studies. In this chapter, we provide guidance to prospective researchers with the goal of opening up QCA’s potential for widespread use in organization studies involving large-N settings, both as an alternative and as a complement to conventional regression analyses. We compare small-N and large-N QCA with respect to theoretical assumptions and objectives, processes and decisions involved in building the causal model, selecting the sample, as well as analyzing the data and interpreting the results. Finally, we discuss the prospects for large-N configurational analysis in organization studies and related fields going forward.

The notion of configuration – that the whole is best understood from a systemic perspective and should be viewed as a constellation of interconnected elements – is arguably one of the central ideas of organization studies. Yet, this idea also remains one of the field’s least understood aspects. In this volume and its introduction, we outline a new perspective for understanding configuration. Our starting point is the emergence of set theoretic configurational methods, and especially Qualitative Comparative Analysis (QCA), which provides novel ways for analyzing configurations. Our volume goes beyond introducing a new method to the fields of management and organization, as these methods furthermore offer an opportunity to rethink our understanding of the field and to develop different ways of theorizing the rich complexity of relationships that characterize organizational life. In this introduction, we introduce some of the key themes that differentiate the approach taken here from previous work on organizational configurations and provide evidence for the emerging renaissance of the configurational approach in organizational theory and research.

In this concluding chapter, we look ahead to future theoretical and methodological directions that emerge from the contributions in this volume and that carry the potential to enrich contemporary organizational research. We furthermore point to some issues that remain unsolved and need to be addressed in future research to further establish the configurational approach in the field of organizational studies, such as the growing need for homogeneity in how the analysis is conducted and results are presented. We argue that the momentum of the configurational approach in organizational research is strong, but that important challenges remain.

Qualitative Comparative Analysis (QCA), initiated by Charles C. Ragin, is a research strategy with distinctive added value for organization studies. QCA constitutes in essence two configurational approaches, each grounded in set theory. One approach uses crisp-sets (dichotomous variables) to analyze cases. The other approach uses fuzzy-sets. While the use of fuzzy-sets has been increasing over the last few years, the crisp-set (csQCA) approach is still used in a majority of empirical applications. This chapter discusses in-depth the application of csQCA in organization studies. This chapter starts with a stylized presentation of two dominant research strategies, case-based research and variable-based research, and how csQCA relates to them. Subsequently, csQCA is further introduced and the different applications in organization studies are discussed. This section ends with a brief step-wise “how to” presentation. The chapter then turns to a presentation of the main distinctive strengths of the approach. In the final part, the chapter discusses extensively the main criticisms which have been raised with regard to (cs)QCA and draws out some of the main implications of this discussion.

Drawing on the notion of imprinting, we develop a framework for understanding category emergence and durability by suggesting that the durability of a category reflects its emergence conditions. We propose four ideal-typical mechanisms – consensus, proof, fiat, and truce – that arise from differences in the degree of agreement and the centralization of the authority regarding category definitions. Our framework not only relates category durability to emergence but also highlights the role of category promoters and constituencies in an ongoing process of category maintenance. We discuss implications for understanding the dynamics of the categorization process in various social and product market contexts.

This chapter explores how a configurational approach and set-theoretic methods can contribute to a deeper and more nuanced understanding of organizational networks and network relations. This is especially true for the study of “whole networks” of organizations where data collection difficulties often limit the sample size (Provan, Fish, & Sydow, 2007). We present two empirical examples of current research on whole networks, demonstrating how qualitative comparative analysis (QCA) can be used to analyze organizational networks. We then discuss the methodological and theoretical implications of the configurational approach for future organizational network research.

The popularity of research into categories has grown in recent decades and shows no sign of abating. This introductory article takes stock of the research into two facets of categorization, addressing it both as a cognitive and a social process. We advocate a rebalance toward the social process of categorization, paying more heed to the entity to be categorized, the actors involved, their acts, and the context and timing, which informs these activities. We summarize the contributions to the volume in relation to these dimensions and briefly discuss avenues for future research.

Transformational leadership has been found to positively influence employee attitudes and behaviors. However, research also has shown that a variety of task and motivational factors lead to similar outcomes. Yet, little research has explored the potential interaction of transformational leadership with these other factors. We utilize fuzzy-set/qualitative comparative analysis to explore the ways these factors may interact to produce positive employee outcomes. Specifically, we found that high levels of employee commitment and performance can be achieved in the absence of a transformational leader through various “bundles” of enriched jobs, challenging goals, and high quality leader–follower relationships.