Common Method Bias in Regression Models With Linear, Quadratic, and Interaction Effects

Siemsen, Enno; Roth, Aleda V.; Oliveira, Pedro

doi:10.1177/1094428109351241

Cited by 2,238 publications

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“…Haas & Hansen, 2007). Siemsen et al (2009) also report that quadratic effects are very unlikely to be the result of common method bias and such effects -on the contrary -are more difficult to detect under circumstances of method bias. They conclude that "research articles whose primary purpose it is to examine quadratic effects should not be criticized for suffering from CMV" (Siemsen et al, 2009: 13).…”

Section: Control Variablesmentioning

confidence: 99%

The complexity of the business network context and its effect on subsidiary relational (over-) embeddedness

Nell

Andersson

2012

International Business Review

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Section: Control Variablesmentioning

confidence: 99%

The complexity of the business network context and its effect on subsidiary relational (over-) embeddedness

Nell

Andersson

2012

International Business Review

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“…However, there are several reasons that common method bias is likely not an issue in this research: the VIF values were not concerning, there were no high correlations, there was a time lag in measuring individual innovation, and the constructs were different from each other. Moreover, it has been stressed that if interaction relations are found in data, common method bias is unlikely an issue (Siemsen et al, 2010). Nevertheless, future research could use multisource data.…”

Section: Limitations and Future Researchmentioning

confidence: 99%

When innovation requirements empower individual innovation: the role of job complexity

Audenaert

Vanderstraeten

Buyens

2017

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Purpose The purpose of this paper is to contribute to the field’s understanding of how to raise individual innovation. Specifically, the authors aim to contribute to an understanding of the interplay of job characteristics and intrinsic motivation for individual innovation. Design/methodology/approach The study uses time-lagged survey data of a public service organization in Belgium. The analyses are based on more than 80 jobs and more than 1,000 employees. Hierarchical linear modeling was adopted to test cross-level hypotheses. Findings Innovation requirements influence individual innovation efforts by psychologically empowering employees, but the extent to which psychological empowerment translates into individual innovation depends on job complexity. Originality/value A more nuanced understanding is developed of when innovation requirements empower individual innovation, by acknowledging the role of job complexity in this relationship. The current findings contribute to a multilevel integrative understanding of the interplay of the job context and intrinsic motivation.

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“…Once again, all the correlations between the dependent and the independent variables retained their significance after controlling for method bias. Finally, we applied the regression-based marker variable technique (Siemsen, Roth, & Oliveira, 2010). Accordingly, we included the marker variable (the percentage of time employees spend dealing with patients on a daily basis) in the regressions estimated to test the research hypotheses and observed that, after controlling for method bias, all substantive relationships remained statistically significant.…”

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confidence: 99%

Personality and the creativity of frontline service employees: linear and curvilinear effects

Coelho

Lages

Sousa

2016

The International Journal of Human Resource Management

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Additional information: Use policyThe full-text may be used and/or reproduced, and given to third parties in any format or medium, without prior permission or charge, for personal research or study, educational, or not-for-pro t purposes provided that:• a full bibliographic reference is made to the original source • a link is made to the metadata record in DRO • the full-text is not changed in any way The full-text must not be sold in any format or medium without the formal permission of the copyright holders.Please consult the full DRO policy for further details. *Corresponding author AcknowledgmentWe are grateful to Marlene Noronha for her assistance with data collection and the comments of participants of the 2014 AMS World Marketing Congress. Personality and the creativity of frontline service employees: Linear and curvilinear effectsPrevious studies have investigated the relationship between the Five Factor model of personality and creativity. As this model has been criticised for providing a limited account of an individual's personality, this study considers additional personality traits that have recently been investigated in the literature as determinants of employee behaviour. Moreover, we also contribute to the existing body of literature by conducting this study in a services setting, for which we predict personality traits will exert differentiated effects on creativity when compared to other settings. Finally, while past research has focused on linear effects, this study examines the existence of nonlinear effects between personality and creativity. The results indicate that personality traits apart from the Five Factor model have an impact on creativity and that the effects of several personality traits on the creativity of frontline service employees differ from those obtained in other settings. Lastly, the findings also show that five of the personality traits have non-linear effects on creativity, and this may be a stimulus for a new stream of research in the human resources literature.Keywords: creativity; personality; service employees; linear and curvilinear effects Personality and the creativity of frontline service employees: Linear and curvilinear effects IntroductionCreativity refers to the development of ideas about goods, services, processes, and practices, which are novel and likely to be useful to an organisation (Shalley, Zhou, & Oldham, 2004).Whereas creativity reflects the development of these ideas at the individual level, innovation concerns the organisational implementation of such ideas (Amabile, 1996). Due to the belief that creativity is paramount not only to greater customer experiences and customer satisfaction (e.g. Coelho, Augusto, & Lages, 2011;Daly, Grove, Dorsch, & Fisk, 2009), but also organisational innovation and ultimately performance (Amabile, Barsade, Mueller, & Straw, 2005;Chen, Shih, & Yeh, 2011;Jiang, Wang, & Zhao, 2012;Liu, 2013), employee creativity has been attracting growing research attention (e.g. Probst, Stewart, Gruys, & Tierney, 2007). Creativity ...

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Common Method Bias in Regression Models With Linear, Quadratic, and Interaction Effects

Cited by 2,238 publications

References 24 publications

The complexity of the business network context and its effect on subsidiary relational (over-) embeddedness

The complexity of the business network context and its effect on subsidiary relational (over-) embeddedness

When innovation requirements empower individual innovation: the role of job complexity

Personality and the creativity of frontline service employees: linear and curvilinear effects

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