Link Variables using a Theory with Example in a Research Study: A Step by Step approach

Linking two concepts that lack prior empirical research can be done systematically by using a theory as the bridge—then backing that bridge with targeted literature searches. The core move is to start with an established theory (one already used to connect similar constructs), identify the theory’s key elements, map those elements onto the definitions of both concepts, and then write a theory-based argument that justifies why the relationship should exist. This matters because it turns a “gap” (no studies linking A and B) into a credible, publishable hypothesis grounded in recognized theory rather than speculation.

A practical example centers on sustainable leadership and project success. First, the process begins with checking whether the linkage already exists: a search in Google Scholar for “sustainable leadership” alongside “project success” (and “project performance”) returns no direct studies. With that gap identified, the next step is choosing a theory that can plausibly connect leadership to organizational outcomes. Resource-Based View (RBV) is selected because prior research has used RBV to explain how leadership relates to organizational performance and even sustainable competitive advantage.

From there, the method becomes more granular. The researcher identifies RBV’s key characteristics—especially the idea that competitive advantage and performance come from acquiring and controlling valuable, rare, inimitable, and non-substitutable resources and capabilities. Then the researcher breaks down both constructs (sustainable leadership and project success) into their key elements so the theory can be applied precisely rather than loosely. The “linking” step is essentially a mapping exercise: sustainable leadership must be argued to fit RBV’s resource/capability criteria, and project success must be treated as the performance outcome RBV predicts will improve when such resources are deployed.

To support the mapping, the researcher uses another literature search strategy with text strings designed to capture RBV language. For example, searches look for passages indicating that sustainable leadership is a resource and that it is valuable, rare, inimitable, or non-substitutable. The transcript gives an example of finding literature that describes leadership as a resource and even as rare and inimitable, citing authors such as Barney and referencing work by Iqbal and Ahmed (as mentioned in the transcript). Once those pieces are in place, the final step is to check whether RBV has already been applied in the relevant outcome domain—here, project-based performance—so the theory-to-outcome pathway is not invented from scratch.

The end product is a coherent paragraph that ties everything together: RBV explains how sustainable leadership functions as a valuable, rare, inimitable resource, and RBV’s logic then predicts improved project success. The approach is presented as reusable: the same steps can link other constructs (the transcript briefly illustrates servant leadership and career satisfaction using LMX Theory), culminating in a formal hypothesis after the theory-based argument is written.