THE APPLICATION OF CLUSTER ANALYSIS IN STRATEGIC MANAGEMENT RESEARCH: AN ANALYSIS AND CRITIQUE

By Dave J. Ketchen, Christopher L. Shook. 1996

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Weakly-Supervised Disentanglement Without Compromises (2020, methodology): “This heuristic is inspired by the “elbow method” (Ketchen & Shook, 1996) for model selection in k-means clustering and k-singular value decomposition and we found it to work surprisingly well in practice (see the experiments in Section 5).”
What have we learned about generic competitive strategy? A meta‐analysis (2000, methodology): “Given the ability of cluster analysis to extract groups of similar attributes regardless of any rationale for the grouping ( Ketchen and Shook, 1996 ), it is advisable to begin with variables that have a theoretical association with competitive strategy.”
Contingency Hypotheses in Strategic Management Research (2012, methodology): “In a prior review of configuration studies, Ketchen and Shook (1996) reported that researchers rarely used techniques to validate their models, such as split-half reliabilities (based on sample subsets) or holdout samples.”
Stimulating dynamic value: social capital and business incubation as a pathway to competitive success (2007, background): “43 For example, M.S. Aldenderfer and R.K. Blashfield, Cluster Analysis, Newbury Park, CA: Sage Publications (1984); Ketchen and Shook, 1996, ibid; G. Punj and D.W. Stewart, Cluster analysis in marketing research: Review and suggestions for future research, Journal of Marketing Research, 20(May),…”
Effective strategies for internal outsourcing and offshoring of business services: An empirical investigation (2008, methodology): “To this end, we adopt a deductive and theory-driven approach (Ketchen and Shook, 1996), which permits the development of testable frameworks while still maintaining enough degrees of freedom to uncover ‘‘natural’’ configurations.”
A set-theoretic approach to organizational configurations (2007, methodology): “Furthermore, cluster-analytic methods have been criticized for their extensive reliance on researcher judgment (e.g., Ketchen & Shook, 1996).”
Generic strategies and firm performance in SMEs: a longitudinal study of Austrian SMEs (2010, background): “However, the reason for this non-emergence may lie in the methodology and does not necessarily mean that such groups did not exist (Ketchen and Shook 1996; Campbell-Hunt 2000).”
Categories and Competition (2017, background): “By the mid1990’s, the inconclusive evidence led to questions about the appropriate methods for mapping similarities and differences among firms (e.g., Ketchen and Shook, 1996; Nath and Gruca, 1997), whether strategic groups actually reflect the structure of competition and cooperation in an…”
E‐business strategy (2003, methodology): “This methodology helped to reduce the problem of multicollinearity among variables, which can decrease the significance of cluster analysis on the variables ( Ketchen and Shook, 1996”
A Technology Readiness-Based Taxonomy of Customers (2004, methodology): “The assumption underlying all configuration research is that taxonomy classifications are a meaningful way to capture the complexities of organizational reality (Dess, Newport, and Rasheed 1993; Ketchen and Shook 1996).”
Revisiting k-means: New Algorithms via Bayesian Nonparametrics (2011, methodology): “s assume a ﬁxed, known value for kwhich, in many cases, is simply not known a priori. Some work has gone into the development of techniques to overcome this problem in the context of k-means, such as [2, 7, 8, 12, 14, 19, 21], which utilize various model selection criteria. In the case of mixture mo”