I'm not sure what to tell you. I may not fully understand the way your supervisor is using terminology, but to the extent that I do, I would disagree with the advice given regarding #1. Doing four separate analyses like that is OK, but still, none of those analyses will shed light on hypotheses H2 or H3; in fact you will still end up with separate conclusions for H2 depending on whether or not the successor is an outsider, and separate conclusions for H3 depending on whether the departure of the CEO is forced. So, to that extent, your supervisor is agreeing with me, though suggesting a different approach that may give somewhat different results. Fair enough. Either way, you still get no answers for H2 and H3.
Regarding #2,
That's just wrong. FORCED+OUTSIDE_INTERACTION shows the difference in expected outcome from forced & outside turnover relative to voluntary & inside turnover.
You can't say anything about it directly from the regression output, but the expected outcome for this condition is shown in the -margins- output.
The advice your supervisor gives here, as I understand it, is the same as in #1: do four separate analyses. My reaction to it is the same.
Regarding #3
I am not sure why your supervisor says this. The marginal effects are the differences in outcome associated with the different conditions. Why would one analyze data on forced/voluntary and outsider/insider turnovers and not ask questions like "what is the effect of having an insider successor after a forced turnover compared to an outsider successor after a forced turnover?" That is the kind of question that the marginal effects analysis answers. If that's not what they are interested in, why analyze this data at all? It seems to me that when a firm decides to do a forced turnover, they would also want to contemplate who might be the successor and make a decision about seeking an insider or outsider based on what they could expect in terms of impact of that decision on future firm performance. Look, I don't work in the business world; I'm an academic epidemiologist--but this just strikes me as common sense. I really having a hard time imagining why one would analyze this kind of data if not to ask this kind of question.
So it seems your supervisor and I are at odds here (or perhaps I am misinterpreting your supervisor). At the end of the day, you work for your supervisor, not for me. I have tried to explain my reasoning on several occasions in this thread. Evidently it has not convinced you, and if you have shown it to your supervisor, it has not convinced him or her either. I can't think of a better, more persuasive way to explain what I think about this. So, I think you should follow your supervisor's advice and move forward with your project accordingly. I hope that you have nonetheless learned something from what I have said, and perhaps in future situations, in a different environment, you will be able to apply some of that knowledge.
Regarding #2,
Not exactly. Interaction alone here is not directly interpretable. Rather, FORCED+OUTSIDE+INTERACTION (sum of coefficients) shows the effect for the forced&outside turnover, relative to all the other.
voluntary internal is the baseline about which you cannot say much in from this test.
These tests give you an insight to differences among turnovers. You can do simple pre-post tests (maybe simply ttests) on subsamples for:
- voluntary inside
- voluntary outside
- forced inside
- forced outside
Then you would have insight not only about the differences between groups (current results), but also changes in groups."
- voluntary inside
- voluntary outside
- forced inside
- forced outside
Then you would have insight not only about the differences between groups (current results), but also changes in groups."
Regarding #3
"I am not sure why you want to do this at all."
So it seems your supervisor and I are at odds here (or perhaps I am misinterpreting your supervisor). At the end of the day, you work for your supervisor, not for me. I have tried to explain my reasoning on several occasions in this thread. Evidently it has not convinced you, and if you have shown it to your supervisor, it has not convinced him or her either. I can't think of a better, more persuasive way to explain what I think about this. So, I think you should follow your supervisor's advice and move forward with your project accordingly. I hope that you have nonetheless learned something from what I have said, and perhaps in future situations, in a different environment, you will be able to apply some of that knowledge.
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