Examining the Impact and Detection of the "Urban Legend" of Common Method Bias

Schwarz, Andrew; Rizzuto, Tracey E.; Carraher-Wolverton, Colleen; Roldán, José L.; Barrera, Ramón Barrera

doi:10.1145/3051473.3051479

Cited by 187 publications

(136 citation statements)

References 23 publications

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“…Therefore, CMB could imply a threat in social science research given that bias may affect findings, due to systematic errors [74]. Consequently, it has been attempted to prevent CMB during the research design phase by applying the procedural remedies proposed by Podsakoff, MacKenzie and Podsakoff [75].…”

Section: Common Methods Biasmentioning

confidence: 99%

Impact of Organizational Culture Values on Organizational Agility

2017

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Abstract:To remain competitive within the current, uncertain business scenario, it is vital for firms to develop capabilities that lead them to adapt and offer quick responses to market changes. Under the dynamic capabilities view of the firm, this paper proposes a model that presents an exhaustive analysis of two relevant research gaps: (i) the underlying relationships that determine the impact exerted by each of the four organizational culture typologies, comprised in Cameron and Quinn's Competing Values Framework on organizational agility and, (ii) the contingency effect exerted by a key environmental factor, the industry's technology intensity. An empirical study is performed to test the relationships proposed, using data collected from 172 Spain-based companies. To examine the contingency effect of technology intensity, the sample is divided into two subsamples, high and medium tech companies. This work uses partial least squares path-modeling, a variance-based structural equations modeling technique, in order to test and validate the research model and hypotheses posited. In addition, thorough analyses are carried out to assess the predictive performance of our model.

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Section: Common Methods Biasmentioning

confidence: 99%

Impact of Organizational Culture Values on Organizational Agility

2017

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“…We also adopted an unmeasured latent construct method (ULCM) to examine the potential influence of CMV, and it indicated no change in any of the correlative path coefficients or significance levels, and the chi-square difference test was significant (∆χ 2 (12) = 407.86, p < 0.001). In sum, the influence of common method variance bias was carefully examined via three tests and the results affirmed a very slim probability of common method variance influence [76,77].…”

Section: Initial Analysesmentioning

confidence: 90%

Transformational Changes and Sustainability: From the Perspective of Identity, Trust, Commitment, and Withdrawal

et al. 2019

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Drawing upon the psychology of sustainability, effective organizations can create a sense of belongingness for people, and successfully facilitate growth and development activities for both individuals as well as the organization itself. Extending the recommendations of Zappala, Toscano, and Licciardello, the current study considers a range of variables. The role of overall justice judgements and change favorableness are taken as predictors of affective commitment to change and exit-based withdrawal. The relationship is mediated by organizational identification and moderated by trust in organization. Overall, the results support the hypothesized relationships. Specifically, findings showed that both change favorableness and overall justice judgements are positively related to affective commitment to change and negatively related to exit-based withdrawal. Organizational identification mediates the relationships between overall justice judgements-affective commitment to change, change favorableness-affective commitment to change, and change favorableness-exit-based withdrawal, whilst trust in organizations moderated the direct relationship between overall justice judgements-affective commitment to change, and change favorableness-exit-based withdrawal. Furthermore, the indirect effect of trust in organizations positively moderated the relationship of overall justice judgements and change favorableness with affective commitment to change, and at the same time, it negatively moderated the relationship between change favorableness and exit-based withdrawal via organizational identification. Crucially, for practitioners, this brings trust of employees as a key factor that should be managed to ensure sustainable change. Both trust and identity appear important in improving commitment and lowering the exit-based withdrawal behavior of employees. Future recommendations, implications, and limitations are discussed.

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“…To avoid common method bias (CMB), we do not include complex items, we use a different choice of scale anchors for the LEBQ and MSQ items, we eliminate reverse-coded items, and we avoid prime effects (Podsakoff et al, 2003; Schwarz et al, 2017). In addition, we verified a posteriori that there was no evidence of CMB by using Harman’s single-factor test or the measured latent marker variable (MLMV) approach (Chin et al, 2013; Schwarz et al, 2017).…”

Section: Methodsmentioning

confidence: 99%

Spanish Validation of the Leader Empowering Behavior Questionnaire (LEBQ)

Bonavía

Marín-García

2019

Front. Psychol.

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The concept of empowering leadership (EL) has attracted widespread academic and practical interest and different questionnaires have been developed to measure it. However, there are no instruments to measure EL in the Spanish language. This article presents the translation, adaptation, and validation of a scale to measure this construct. In addition, it analyzes the relationship between managers’ EL and employees’ job satisfaction. In turn, the study analyzes whether employees who participate in a greater number of continuous improvement (CI) programs have supervisors who favor more empowering behaviors. A total of 739 participants with various occupations from different companies that have implemented CI processes filled out the Spanish version of the Leader Empowering Behavior Questionnaire (LEBQ-sp). Two different subsamples were used to test the relationships between the LEBQ and job satisfaction and CI, by means of Pearson’s correlation coefficient and analysis of variance, making it possible to provide evidence about the validity of the Spanish LEBQ. The confirmatory factor analysis supported the original structure of the six-factor model. The factors show a high level of internal consistency, as well as sufficient convergent and discriminant validity. Moreover, the results show that the more companies invest in formal CI programs, the more important it is for their leaders to adapt their behavior by displaying more EL. The LEBQ-sp is a valid and reliable instrument for use in research and a useful tool for applied purposes in the context of Spanish-speaking countries.

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Examining the Impact and Detection of the "Urban Legend" of Common Method Bias

Cited by 187 publications

References 23 publications

Impact of Organizational Culture Values on Organizational Agility

Impact of Organizational Culture Values on Organizational Agility

Transformational Changes and Sustainability: From the Perspective of Identity, Trust, Commitment, and Withdrawal

Spanish Validation of the Leader Empowering Behavior Questionnaire (LEBQ)

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