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Journal articles on the topic 'Contingency theory'

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Published: 4 June 2021
Last updated: 9 March 2023

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1

Loveridge, Catherine E. "Contingency Theory." JONA: The Journal of Nursing Administration 18, no. 6 (June 1988): 22???25. http://dx.doi.org/10.1097/00005110-198806010-00007.

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2

Palonen, Kari. "Contingency in Political Theory." Redescriptions: Political Thought, Conceptual History and Feminist Theory 3, no. 1 (January 1, 1999): 5. http://dx.doi.org/10.7227/r.3.1.1.

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3

Tsumoto, Shusaku. "Contingency matrix theory: Statistical dependence in a contingency table." Information Sciences 179, no. 11 (May 13, 2009): 1615–27. http://dx.doi.org/10.1016/j.ins.2008.11.023.

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4

Fry, Louis W., and Deborah A. Smith. "Congruence, Contingency, and Theory Building." Academy of Management Review 12, no. 1 (January 1987): 117. http://dx.doi.org/10.2307/257998.

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5

Werlin, Herbert. "Contingency Theory: The Wrong Door." International Review of Administrative Sciences 55, no. 1 (March 1989): 117–32. http://dx.doi.org/10.1177/002085238905500109.

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6

Fry, Louis W., and Deborah A. Smith. "Congruence, Contingency, and Theory Building." Academy of Management Review 12, no. 1 (January 1987): 117–32. http://dx.doi.org/10.5465/amr.1987.4306496.

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7

McDonough, Jeffrey, and Zeynep Soysal. "Leibniz’s Formal Theory of Contingency." History of Philosophy and Logical Analysis 21, no. 1 (April 5, 2018): 17–43. http://dx.doi.org/10.30965/26664275-02101003.

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This essay argues that, with his much-maligned “infinite analysis” theory of contingency, Leibniz is onto something deep and important – a tangle of issues that wouldn’t be sorted out properly for centuries to come, and then only by some of the greatest minds of the twentieth century. The first two sections place Leibniz’s theory in its proper historical context and draw a distinction between Leibniz’s logical and meta-logical discoveries. The third section argues that Leibniz’s logical insights initially make his “infinite analysis” theory of contingency more rather than less perplexing. The last two sections argue that Leibniz’s meta-logical insights, however, point the way towards a better appreciation of (what we should regard as) his formal theory of contingency, and its correlative, his formal theory of necessity.
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8

Muecke, Stephen. "Contingency theory: The Madagascan experiment." Interventions 6, no. 2 (June 2004): 201–15. http://dx.doi.org/10.1080/1369801042000238337.

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9

Zulaihah, Ifatun. "CONTINGENCY LEADERSHIP THEORY / PENDEKATAN SITUASIONAL." AL-TANZIM : JURNAL MANAJEMEN PENDIDIKAN ISLAM 1, no. 1 (January 26, 2017): 76–87. http://dx.doi.org/10.33650/al-tanzim.v1i1.29.

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Paper ini mencoba menelaah konsep kepemimpinan situasional yang dipelopori diantaranya oleh Hersey and Blanchard, kemudian berkembang lagi teori Fiedler serta teori Path Goal. Dari teori tersebut masing-masing menganalisis bahwa kepemimpinan tidak hanya terbentuk oleh kepribadian dari pemimpin itu saja, namun kepemimpinan terbentuk dari lingkungan serta faktor-faktor yang mempengaruhi keberhasilan dari situasi sebuah organisasi agar mencapai tujuan yang dimaksud. Secara singkatnya teori tersebut menggunakan analisis kuantitatif dalam proses mempengaruhi bawahan-bawahannya dengan menggunakan variable-variable yang sudah terukur sedemikian rupa.
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10

Banalieva, Elitsa R., and Ravi Sarathy. "A Contingency Theory of Internationalization." Management International Review 51, no. 5 (September 10, 2011): 593–634. http://dx.doi.org/10.1007/s11575-011-0093-0.

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11

Burt, Ronald S., Shaul M. Gabbay, Gerhard Holt, and Peter Moran. "Contingent Organization as a Network Theory: The Culture- Performance Contingency Function." Acta Sociologica 37, no. 4 (October 1994): 345–70. http://dx.doi.org/10.1177/000169939403700404.

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12

Engberg-Pedersen, Anders. "Wallenstein's Contingency Media." Romanticism 24, no. 3 (October 2018): 231–44. http://dx.doi.org/10.3366/rom.2018.0383.

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In the history of warfare various media and technologies have been devised both to enable contingent events in the form of scenarios and simulations and to reign them in and bring the proliferation of possible futures under control. War games, horoscopes, astrolabes, celestial and topographical maps have in different ways served as ‘contingency media’, i.e. tools that enable strategic thought and action under conditions of uncertainty. Through the prism of Schiller's Wallenstein from 1799, this essay examines the development of military contingency media from the 17th to the early 19th century. Delving into the disagreements between Johannes Kepler and the historical Wallenstein about the reach and power of astrological star charts and horoscopes, the essay analyzes Schiller's late Enlightenment critique of astrological contingency media as well as his transformation of them into productive poetic devices. Finally, it situates the play in the context of military theory around 1800 in which contingency emerged as a central factor of large-scale warfare. A historically complex document, Wallenstein serves as an archive of the shifting conceptions of war and of the media devised to manage its uncertain futures.
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13

Baum, William M., Jed W. Schwendiman, and Kenneth E. Bell. "CHOICE, CONTINGENCY DISCRIMINATION, AND FORAGING THEORY." Journal of the Experimental Analysis of Behavior 71, no. 3 (May 1999): 355–73. http://dx.doi.org/10.1901/jeab.1999.71-355.

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14

Capo, Francesca, Federica Brunetta, and Paolo Boccardelli. "A Contingency Theory of Institutional Entrepreneurship." Academy of Management Proceedings 2016, no. 1 (January 2016): 16606. http://dx.doi.org/10.5465/ambpp.2016.16606abstract.

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15

Rejc, Adriana. "Toward Contingency theory of performance measurement." Journal of East European Management Studies 9, no. 3 (2004): 243–64. http://dx.doi.org/10.5771/0949-6181-2004-3-243.

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16

Sillince, John A. A. "A Contingency Theory of Rhetorical Congruence." Academy of Management Review 30, no. 3 (July 2005): 608–21. http://dx.doi.org/10.5465/amr.2005.17293722.

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17

Jayalath, Chandana, and Iresha Gamage. "Theory and Practice in Contingency Allocation." International Journal of Risk and Contingency Management 11, no. 1 (January 2022): 1–16. http://dx.doi.org/10.4018/ijrcm.290039.

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Although contingency allocation management is widely accepted as a proactive concept rich in theories, its applications do not seem to be well embraced in many countries due to many factors. This study aims to broadly investigate this theory-practice gap concerning contingency allocation in building projects in Sri Lanka. Twelve case studies with a desk review on seven local projects were carried out to explore the contingency allocation practice at the site level. Fifteen independent consultants were interviewed to share an understanding of the practical relevance of this research while largely eliminating the need for further justification. Code-based content analysis was used to analyze data. Nearly 44 incremental approaches were found to have theoretically evolved in a history of 35 years. It was revealed that the practice of ascertaining contingency sums is ad-hoc, informal, and subjective. More than 25 gaps were detected, while nearly 50 strategies were introduced. An impression among the practitioners is that the formal methods are overly theoretical.
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18

McLachlan, Fiona, and Ewen McLachlan. "Colour and Contingency: Theory into Practice." Architectural Theory Review 19, no. 2 (May 4, 2014): 243–58. http://dx.doi.org/10.1080/13264826.2014.995338.

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19

JOHNSON, D. Paul, and H. Paul CHALFANT. "Contingency Theory Applied to Religious Organizations." Social Compass 40, no. 1 (March 1993): 75–81. http://dx.doi.org/10.1177/003776893040001009.

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20

Brock, David M. "Towards a Contingency Theory of Planning." Journal of Management & Organization 1, no. 1 (January 1995): 17–25. http://dx.doi.org/10.1017/s1833367200006398.

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AbstractAlthough most managers and researchers believe planning is beneficial for organizations, many research studies have failed to prove these benefits are significant. Methodological problems have certainly detracted from researchers' abilities to show a planning-performance linkage.The article deals with definitional issues about planning and five planning modes. Contingency propositions are developed to link the planning modes with several strategic and contextual situations. For example, it is argued that, while (1) prospector-type strategies are best implemented with externally oriented planning systems like longer-range planning or strategic planning, (2) defender-type strategies are better with internal orientations, like comprehensive planning or implementation-oriented planning. In addition to strategy, other contingency variables examined are user sector, purchase frequency and the stage of product life cycle in which the planning is undertaken.Planning has adherents as well as detractors among managers and academics. Both sides of the debate can be seen in Mintzberg's (1994a & 1994b) recent publications on the “rise and fall” and “fall and rise” of strategic planning. Many have pointed to planning's benefits to organisations (eg Ansoff, 1977; Bryson, 1988; Langley, 1988). Yet research studies have failed to prove that these benefits are significant (eg Fredrickson & Mitchell, 1984; Fulmer & Rue, 1974; Grinyer & Norburn, 1975; Powell, 1992; Robinson & Pearce, 1983; Pearce, Freeman, & Robinson, 1987). Pearce, et al. (1987) noted a lack of attention to contextual influences; inconsistencies in operationalisation of planning; measurement validity problems; ignoring implementation factors, time frames, and size effects as the methodological problems in this area of research that may have affected researchers' chances of finding the expected link. Rhyne (1986: 423) also argued that some ambiguous findings were attributable to “the manner in which planning was actually carried out, rather than to planning itself”.Another possible weakness in the “planning” research is that it has not discriminated between modes or approaches to planning. The assumption seems to have been that “more planning is better,” or that longer-term, strategic planning should work in all or most contexts (Bryson, 1988; Eadie, 1983; James, 1984). The present article questions this view and suggests that less sophisticated planning may be better suited to some contexts and more elaborate approaches to others. Robinson and Pearce (1983) support such an approach, suggesting that less formalised planning may be preferable in certain situations.The article builds on Hofer's (1975) “contingency theory of business strategy,” as well as on Hambrick and Lei's (1985) “prioritization of contingency variables.” From a theoretical standpoint, a contingency approach is particularly well suited to strategy-related research (Galbraith & Kazanjian, 1986; Hofer, 1975) and this approach could hold the solution to an understanding of the elusive planning-performance link. Although past planning research has failed to provide conclusive evidence that a given planning system helps performance in all situations, certain planning systems may work well in some contexts but not in others.This article begins with a brief discussion of planning and some definitions of different planning modes. A number of contingency propositions are then developed to link these planning modes with variables that are of interest to contemporary management researchers and practitioners.
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21

Brock, David M. "Towards a Contingency Theory of Planning." Journal of the Australian and New Zealand Academy of Management 1, no. 1 (January 1995): 17–25. http://dx.doi.org/10.5172/jmo.1995.1.1.17.

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AbstractAlthough most managers and researchers believe planning is beneficial for organizations, many research studies have failed to prove these benefits are significant. Methodological problems have certainly detracted from researchers' abilities to show a planning-performance linkage.The article deals with definitional issues about planning and five planning modes. Contingency propositions are developed to link the planning modes with several strategic and contextual situations. For example, it is argued that, while (1) prospector-type strategies are best implemented with externally oriented planning systems like longer-range planning or strategic planning, (2) defender-type strategies are better with internal orientations, like comprehensive planning or implementation-oriented planning. In addition to strategy, other contingency variables examined are user sector, purchase frequency and the stage of product life cycle in which the planning is undertaken.Planning has adherents as well as detractors among managers and academics. Both sides of the debate can be seen in Mintzberg's (1994a & 1994b) recent publications on the “rise and fall” and “fall and rise” of strategic planning. Many have pointed to planning's benefits to organisations (eg Ansoff, 1977; Bryson, 1988; Langley, 1988). Yet research studies have failed to prove that these benefits are significant (eg Fredrickson & Mitchell, 1984; Fulmer & Rue, 1974; Grinyer & Norburn, 1975; Powell, 1992; Robinson & Pearce, 1983; Pearce, Freeman, & Robinson, 1987). Pearce, et al. (1987) noted a lack of attention to contextual influences; inconsistencies in operationalisation of planning; measurement validity problems; ignoring implementation factors, time frames, and size effects as the methodological problems in this area of research that may have affected researchers' chances of finding the expected link. Rhyne (1986: 423) also argued that some ambiguous findings were attributable to “the manner in which planning was actually carried out, rather than to planning itself”.Another possible weakness in the “planning” research is that it has not discriminated between modes or approaches to planning. The assumption seems to have been that “more planning is better,” or that longer-term, strategic planning should work in all or most contexts (Bryson, 1988; Eadie, 1983; James, 1984). The present article questions this view and suggests that less sophisticated planning may be better suited to some contexts and more elaborate approaches to others. Robinson and Pearce (1983) support such an approach, suggesting that less formalised planning may be preferable in certain situations.The article builds on Hofer's (1975) “contingency theory of business strategy,” as well as on Hambrick and Lei's (1985) “prioritization of contingency variables.” From a theoretical standpoint, a contingency approach is particularly well suited to strategy-related research (Galbraith & Kazanjian, 1986; Hofer, 1975) and this approach could hold the solution to an understanding of the elusive planning-performance link. Although past planning research has failed to provide conclusive evidence that a given planning system helps performance in all situations, certain planning systems may work well in some contexts but not in others.This article begins with a brief discussion of planning and some definitions of different planning modes. A number of contingency propositions are then developed to link these planning modes with variables that are of interest to contemporary management researchers and practitioners.
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22

Pennings, J. M. "Structural Contingency Theory: A Multivariate Test." Organization Studies 8, no. 3 (July 1987): 223–40. http://dx.doi.org/10.1177/017084068700800302.

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23

Kennedy, Kevin. "System and/as Contingency: Quentin Meillassoux and the Ethics of Chance." Irish Journal of French Studies 17, no. 1 (December 2, 2017): 71–93. http://dx.doi.org/10.7173/164913317822236174.

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In recent years, the relation between contingency and systematic claims to the absolute has again come to play an important role in Continental philosophy. This essay takes a closer look at how this relation is developed in the works of French philosopher Quentin Meillassoux. It argues that a specific demand for systematic knowledge underlies not only Meillassoux's ontology, but also his ethics, which come into conflict with his own systematic aspirations in certain key areas, most notably in his attempt to derive an ethico-political model of subjectivity from his theory of contingency. The essay furthermore explores whether Meillassoux's monism of chance, by systematizing contingency and declaring it a universal principle, does not in fact deprive the contingent of its contingent character, introducing a reductive stability that condemns the subject to a passive waiting ultimately lacking in ethical significance.
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24

Anievas, Alexander. "History, theory, and contingency in the study of modern international relations: the global transformation revisited." International Theory 8, no. 3 (October 24, 2016): 468–80. http://dx.doi.org/10.1017/s1752971916000154.

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Debates engaging the problems of ahistoricism and Eurocentrism in International Relations (IR) theory have taken on new dimensions in recent years. Scholars from a variety of different theoretical traditions have aimed to reconstruct IR theory on stronger historical–sociological grounds, while re-orienting the study of IR away from the fetish of ‘Western’ thought and agency. Buzan and Lawson’s The Global Transformation offers a welcome contribution to these endeavours to furnish a non-Eurocentric historical sociology of international relations. This article seeks to push their project further by re-assessing the relationship between history, theory, and contingency. In particular, it interrogates whether Buzan and Lawson’s ‘configurational’ approach to the ‘global transformation’, emphasizing the contingent concatenation of historical events and social processes, results in a displacement of theory through an over-emphasis on the interaction of free-floating contingently related causes, causes that are external to any theoretical schema. This approach obscures the deeper, structural forces in the making of global modernity, most notably those that escape Buzan and Lawson’s singular focus on the ‘long 19th century’.
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25

Kim, Sungmoon. "Contingency and responsibility in Confucian political theory." Philosophy & Social Criticism 44, no. 6 (January 5, 2018): 615–36. http://dx.doi.org/10.1177/0191453717730876.

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In this article I investigate the Confucian sense of responsibility from the framework of “moral economy,” understood as a causal relationship between one’s virtue and non-moral goods including political position/success, and “contingency,” the failure of moral economy, and argue that early Confucians’ astute understanding of the contingent nature of the political world enabled them to subscribe to the non-causal sense of responsibility. Contrary to the common argument that Heaven was invoked by the Confucians in order to shield themselves from responsibility for their political failures, I argue that they imposed a more expanded sense of responsibility both on them and on the rulers, largely preoccupied with realpolitik. In their effort to restore moral economy between the ruler’s virtue and his political position in particular, I show Confucians engaged in what I call reverse moral economy, at the heart of which was to constrain the ruler’s arbitrary use of political power.
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26

Salah, Ahmad, and Osama Moselhi. "Contingency modelling for construction projects using fuzzy-set theory." Engineering, Construction and Architectural Management 22, no. 2 (March 16, 2015): 214–41. http://dx.doi.org/10.1108/ecam-03-2014-0039.

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Purpose – The purpose of this paper is to present a newly developed fuzzy-set based model for estimating, allocating, depleting, and managing contingency fund over the life cycle of construction projects. Design/methodology/approach – Fuzzy set theory is utilized in the design and development of proposed contingency modelling framework to incorporate uncertainties associated with the development phases of construction projects. A set of developed indices, measures, and ratios are introduced to quantify and characterize these uncertainties. The developed framework is designed to incorporate expert opinion and provide user-system interaction. Findings – The results obtained from the application of the developed framework on actual project case not only illustrate its accuracy, but also demonstrate its capabilities for contingency management over life cycle of construction projects. Unlike other methods, the framework provides project managers with structured method for contingency depletion utilizing a set of depletion curves and selection factors. Originality/value – The novelty of the developed framework lies not only in its new developments for contingency estimating but also its modelling for contingency allocation and depletion. It is expected to be of direct value to industry professionals and academics interested in contingency management over the entire life cycle of construction projects. The proposed framework provides management functions and features beyond those generated through Monte Carlo simulation and even those developed using fuzzy set theory.
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27

Wilhelmus, Tom, Iain Sinclair, Stephen Dobyns, James Dickey, John Hawkes, Reynolds Price, and Mary Gordon. "Contingency." Hudson Review 47, no. 1 (1994): 133. http://dx.doi.org/10.2307/3852171.

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28

Kulchmanov, Arman, M. Kabir Hassan, and Mamunur Rashid. "CONTINGENCY THEORY APPROACH TO RISK MANAGEMENT PRACTICES IN ISLAMIC BANKS: A CASE STUDY ON KAZAKHSTAN." International Journal of Islamic Business 1, no. 2 (December 31, 2016): 35–67. http://dx.doi.org/10.32890/ijib2016.1.2.3.

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This study explores the contingency theory to explain the risk management practices in Islamic and conventional banks in Kazakhstan, an emerging Islamic banking hub of the Central Asia. The outcome of this study helps identify the contingency variables that explain the risk management challenges faced by Islamic bankers in Kazakhstan with respect to other Islamic markets, such as Indonesia and Malaysia. In order to explore the contingency variables influencing the risk management process and performance, this study utilised multiple layers and sources of information. Firstly, using semi-structured protocols, we interviewed top, middle and operation-level risk managers from large and small Islamic and conventional banks of Kazakhstan. We extended the surveys to Indonesia and Malaysia to learn from already established risk management system. Secondly, we find that several risk related financial ratios to strengthen our findings. Risk management system is influenced by the type of risks and a number of contingency variables. Credit, operational and market risks are the three major risks for Islamic banks in Kazakhstan. Limited know-how of risk management and limited use of technology are the two most important firm specific contingency variables. Limited secondary market, limited regulatory assistance, and limited use of derivatives are the three most important industry specific contingency variables that have great influence on the risk management of Islamic banks. The influence of industry-specific factors is apparently bolder than the influence of firm-specification limitations. We also find that the size of the market influences all the stages of enterprise risk management, which has been identified as a contingent variable by previous studies on non-financial sector. The results are vitally important for Kazakhstan as the country is planning to turn the economy into a hub of Islamic finance in the Central Asia. Management of Islamic banks that are planning to invest in Kazakhstan can learn from the challenges and gaps explained in this study. The Central Bank of Kazakhstan may take an active role in establishing prudential regulations to ensure investment in human capital, technology- and customer-centric banking operation, and innovation to tackle risk management challenges. This study is one of the preliminary studies that discusses about risk management of Islamic bank in Kazakhstan, and compares the risk management practices and performance with established banks from other countries. We have redrawn the contingency framework for risk management in Islamic banks.
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29

Shin, Jae-Hwa, Glen T. Cameron, and Fritz Cropp. "Occam's Razor in the contingency theory: A national survey on 86 contingent variables." Public Relations Review 32, no. 3 (September 2006): 282–86. http://dx.doi.org/10.1016/j.pubrev.2006.05.005.

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30

Kholis, Azizul, Eko Wahyu Nugrahadi, Abdul Fatah Hassanudin, Haikal Rahman, and Amrizah Kamaludin. "EXTERNAL, INTERNAL AND CONTINGENT FACTORS IN THE IMPLEMENTATION OF CORPORATE SOCIAL RESPONSIBILITY IN INDONESIA." Journal of Southwest Jiaotong University 57, no. 4 (August 29, 2022): 385–95. http://dx.doi.org/10.35741/issn.0258-2724.57.4.34.

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This study examines external, internal factors, and contingency factors. The novelty of this research is in adding a contingency factor as mediation between internal and external factors on Corporate Social Responsibility. The stakeholder theory, the contingency theory, and the theory of sustainability are used as the basis for testing the framework for internal, external and contingent factors as novelties that have not been tested in various models of CSR implementation before. The number of samples totals as many as 168 companies selected using a purposive sampling technique in industrial areas in five major cities in Indonesia, namely, Jakarta, Surabaya, Medan, Makassar and Balikpapan. The research was conducted from October 11, 2021 to February 25, 2022. The respondents of this study were managers or personnel who run CSR activity programs in each company. Respondents’ answers were received by sending questionnaires through email, Google form applications, and WhatsApp. Testing research data with path analysis proves that these three factors are significant in strengthening the implementation of CSR for companies. The path analysis test value of the three factors shows that external factors have a stronger influence on the company’s CSR implementation. Thus, this finding proves that stakeholders play an important role in providing pressure to strengthen CSR implementation and agrees with the theory of sustainability.
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31

Teare, Brian. "Writing: Embodiment: Contingency." English Language Notes 49, no. 2 (September 1, 2011): 23–33. http://dx.doi.org/10.1215/00138282-49.2.23.

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32

Lupton, Christina. "Literature and contingency." Textual Practice 32, no. 3 (March 16, 2018): 375–79. http://dx.doi.org/10.1080/0950236x.2018.1442385.

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White, Gillian. "Poetics of contingency." Textual Practice 32, no. 3 (March 12, 2018): 529–50. http://dx.doi.org/10.1080/0950236x.2018.1442399.

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SEO, Moon-Kyo, and Myeong-Cheol CHOI. "Contingency theory and Institutionalism: A literature review." International Journal of Interactive Storytelling 2, no. 2 (October 30, 2018): 1–6. http://dx.doi.org/10.21742/ijis.2018.2.2.01.

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35

Murray, Samuel. "An Early Theory of Contingency in Leibniz." Studia Leibnitiana 47, no. 2 (2015): 205–19. http://dx.doi.org/10.25162/sl-2015-0011.

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36

Drazin, Robert, and Andrew H. Van de Ven. "Alternative Forms of Fit in Contingency Theory." Administrative Science Quarterly 30, no. 4 (December 1985): 514. http://dx.doi.org/10.2307/2392695.

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37

Hage, Jerald, and Kurt Finsterbusch. "Response to 'Contingency Theory: The Wrong Door'." International Review of Administrative Sciences 55, no. 1 (March 1989): 133–40. http://dx.doi.org/10.1177/002085238905500110.

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38

Husted, B. W. "A Contingency Theory of Corporate Social Performance." Business & Society 39, no. 1 (March 1, 2000): 24–48. http://dx.doi.org/10.1177/000765030003900104.

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BIRKINSHAW, JULIAN, and ROBERT NOBEL. "Contingency Theory and The Characteristics of Knowledge." Academy of Management Proceedings 1998, no. 1 (August 1998): C1—C7. http://dx.doi.org/10.5465/apbpp.1998.27658559.

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40

Podoksik, Efraim. "Oakeshott's Theory of Freedom as Recognized Contingency." European Journal of Political Theory 2, no. 1 (January 2003): 57–77. http://dx.doi.org/10.1177/1474885103002001279.

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41

Meilich, Ofer. "Bivariate Models of Fit in Contingency Theory." Organizational Research Methods 9, no. 2 (April 2006): 161–93. http://dx.doi.org/10.1177/1094428105284915.

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Tarter, C. John, and Wayne K. Hoy. "Toward a contingency theory of decision making." Journal of Educational Administration 36, no. 3 (August 1998): 212–28. http://dx.doi.org/10.1108/09578239810214687.

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43

Cushing, James T. "Historical Contingency and Theory Selection in Science." PSA: Proceedings of the Biennial Meeting of the Philosophy of Science Association 1992, no. 1 (January 1992): 446–57. http://dx.doi.org/10.1086/psaprocbienmeetp.1992.1.192774.

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Williams, Paul, Nicholas Ashill, and Earl Naumann. "Toward a contingency theory of CRM adoption." Journal of Strategic Marketing 25, no. 5-6 (March 8, 2016): 454–74. http://dx.doi.org/10.1080/0965254x.2016.1149211.

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Pędziwiatr, Ewelina. "Contingency theory in the EU projects context." Zeszyty Naukowe Wyższej Szkoły Humanitas Zarządzanie 19, no. 2 (June 30, 2018): 171–80. http://dx.doi.org/10.5604/01.3001.0012.2046.

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The article analyzes the possibility of implementation of contingency theory in EU project management. Author presents the evolution of the understanding of contin¬gency theory and how researches defined contingencies described as factorts that influ¬ence the management process. Article presents the specific contingencies for EU projects management in the context of 2014 – 2020 EU budget regulations. Paper discuss the be¬nefits and the barriers of the implementation of the contingency theory in EU projects management.
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46

Stonebraker, Peter W., and Rasoul Afifi. "Toward a contingency theory of supply chains." Management Decision 42, no. 9 (October 2004): 1131–44. http://dx.doi.org/10.1108/00251740410565163.

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47

O'Brien, Jonathan, and Amir Sasson. "A contingency theory of entrepreneurial debt governance." Journal of Business Research 81 (December 2017): 118–29. http://dx.doi.org/10.1016/j.jbusres.2017.08.011.

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48

Balkin, David B., and Luis R. Gomez-Mejia. "Toward a contingency theory of compensation strategy." Strategic Management Journal 8, no. 2 (March 1987): 169–82. http://dx.doi.org/10.1002/smj.4250080207.

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49

Wilbur, Douglas, and Glen T. Cameron. "Theory Meets Practice: Updating the Contingency Theory of Conflict Management with Insights from an Adroit Practitioner." Romanian Journal of Communication and Public Relations 22, no. 2 (July 1, 2020): 107. http://dx.doi.org/10.21018/rjcpr.2020.2.303.

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The contingency theory of conflict is nearing its third decade, but there is a lacuna in the literature about the development of strategy. Additionally, the contingency continuum and its stances are overdue for continued theoretical development. To address these theoretical issues, this project explores the inductively gathered knowledge of a nearly 40-year public relations (PR) practitioner about the use of aggressive and controversial public relations strategies. He codified his observation into a diagnostic software tool called the Playmaker Influence System. His observations have never been empirically examined despite an abundance of supporting anecdotal evidence. Therefore, this project employs a systematic review to determine if these contentious strategies have enough evidence in scientific literature to validate their existence. The findings revealed that sufficient evidence does exist to support their existence, and that they can be integrated into the Contingency Theory of Conflict Management.
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Benne, Christian. "‘L’essentiel, c’est la contingence’: how literature does and does not cope with contingency." Textual Practice 32, no. 3 (February 28, 2018): 381–401. http://dx.doi.org/10.1080/0950236x.2018.1442386.

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