What theory is not, theorizing is

Products of the theorizing process seldonn emerge as full-blown theories, which means that most of what passes for theory in organizational studies consists of approximations. Although these approximations vary in their generality, few of them take the form of strong theory, and most of them can be read as texts created "in lieu of " strong theories. These substitutes for theory may result from lazy theorizing in which people try to graft theory onto stark sets of data. But they may also represent interim struggles in which people intentionally inch toward stronger theories. The products of laziness and intense struggles may look the same and may consist of references, data, lists, diagrams, and hypotheses. To label these five as "not theory " makes sense if the problem is laziness and incompetence. But ruling out those same five may slow inquiry if the problem i