From the Editors: Common method variance in international business research

Chang, Sea Jin; Witteloostuijn, A. van; Eden, Lorraine

doi:10.1057/jibs.2009.88

Cited by 2,766 publications

(1,899 citation statements)

References 16 publications

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“…To reduce the potential common method bias, we followed Podsakoff et al's (2012) suggestion to organize the data collection process to ensure the anonymity and confidentiality of the responses, emphasizing that there are no right or wrong answers, and covering the items relating to the predictor variables before those relating to the outcome variables. Furthermore, following the suggestions of Chang et al (2010) and Podsakoff et al (2003), we used multiple statistical remedies to ensure that common method v 2 Chi-Square, df degree of freedom, CFI comparative fit index, RMSEA root mean square error of approximation, SAMR social alliance management routines, MT mutual trust, RE relational embeddedness, RC relational commitment, SAP social alliance performance, SARBM social alliance relationship-building motive, SABEM social alliance benefits-exploiting motive bias is not an issue for this study. First, we performed Harman's single-factor test by subjecting all of the items in our study to exploratory factor analysis.…”

Section: Methodsmentioning

confidence: 99%

How and When Socially Entrepreneurial Nonprofit Organizations Benefit From Adopting Social Alliance Management Routines to Manage Social Alliances?

Liu

Chapleo

2016

J Bus Ethics

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Social alliance is defined as the collaboration between for-profit and nonprofit organizations. Building on the insights derived from the resource-based theory, we develop a conceptual framework to explain how socially entrepreneurial nonprofit organizations (SENPOs) can improve their social alliance performance by adopting strategic alliance management routines. We test our framework using the data collected from 203 UK-based SENPOs in the context of cause-related marketing campaign-derived social alliances. Our results confirm a positive relationship between social alliance management routines and social alliance performance. We also find that relational mechanisms, such as mutual trust, relational embeddedness, and relational commitment, mediate the relationship between social alliance management routines and social alliance performance. Moreover, our findings suggest that different types of social alliance motivation can influence the impact of social alliance management routines on different types of the relational mechanisms. In general, we demonstrate that SENPOs can benefit from adopting social alliance management routines and, in addition, highlight how and when the social alliance management routines-social alliance performance relationship might be shaped. Our study offers important academic and managerial implications, and points out future research directions.

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Section: Methodsmentioning

confidence: 99%

How and When Socially Entrepreneurial Nonprofit Organizations Benefit From Adopting Social Alliance Management Routines to Manage Social Alliances?

Liu

Chapleo

2016

J Bus Ethics

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“…We are also aware of the potential common method bias as reported by Chang et al (2010) and the need to perform validity checks. However, during the study we were unable to gather additional data to address this issue.…”

Section: Testing the Role Of Pro-innovation Organisational Culturementioning

confidence: 99%

Management innovation, pro-innovation organisational culture and enterprise performance: testing the mediation effect

2017

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The interest in management innovation (MI) is growing and the conviction about its significant role in boosting an enterprise's competitive advantage and performance has recently gained ground. The studies on MI and its relationships with enterprise performance, which are relatively scarce in literature, indicate the complexity of these relationships. This inspired us to propose the management innovation construct and its operationalisation, which allowed for the empirical verification of the relationships between management innovation and enterprise performance. Simultaneously, we adopted the hypothesis on the mediating role of pro-innovation organisational culture. The aim of this article, therefore, is to study the relationships between MI and enterprise performance as well as to determine what role is played by pro-innovation organisational culture in these relationships. In order to do that, we conducted a survey of 301 companies based in Poland. Our research results confirmed the existence of relationships between management innovation and enterprise performance in the survey sample, although they were not very strong. Additionally, the hypothesis about the mediating role of organisational culture was also partially supported. The results of our study enrich the knowledge about the role of MI in stimulating enterprise performance and the role of proinnovation organisational culture. We also discuss the implications for further research and management practice.

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“…This is a concern in our study as we used a self-reported questionnaire in which independent and dependent variables were captured at the same time (Podsakoff & Organ, 1986). A preferred way of dealing with common method variance is to capture dependent variable(s) from a separate source (Chang, van Witteloostuijn & Eden, 2010;Podsakoff, MacKenzie, Lee, & Podsakoff, 2003). For reasons of practicality and concerns about the reliability and comparability of company sources containing information representing internal knowledge flows, we were not able to do this.…”

Section: Data Quality and Analysismentioning

confidence: 99%

Knowledge flows in the emerging market MNC: The role of subsidiary HRM practices in Korean MNCs

Williams

Lee

2016

International Business Review

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From the Editors: Common method variance in international business research

Cited by 2,766 publications

References 16 publications

How and When Socially Entrepreneurial Nonprofit Organizations Benefit From Adopting Social Alliance Management Routines to Manage Social Alliances?

How and When Socially Entrepreneurial Nonprofit Organizations Benefit From Adopting Social Alliance Management Routines to Manage Social Alliances?

Management innovation, pro-innovation organisational culture and enterprise performance: testing the mediation effect

Knowledge flows in the emerging market MNC: The role of subsidiary HRM practices in Korean MNCs

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