Method Variance and Marker Variables: A Review and Comprehensive CFA Marker Technique

Williams, Larry J.; Hartman, Nathan S.; Cavazotte, Flávia

doi:10.1177/1094428110366036

Cited by 1,110 publications

(1,035 citation statements)

References 65 publications

(136 reference statements)

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“…The composite reliabilities of the scales at both time one and time two calculated according to Fornell and Larcker (1981) are presented in the diagonal of Table 2; these are all above .70 and represent adequate internal reliability. We calculated the reliabilities due to common method using the unconstrained loadings on the latent marker factor for both time one and time two data-sets (see Williams, et al, 2010); for time one the reliability of the method loadings was only 0.02, and for time two it was 0.03. There is support, therefore, for the premise that common method variance was not inflating the reliability estimates, nor correlations between factors, nor factor loadings at either time one or time two.…”

Section: Resultsmentioning

confidence: 99%

Help yourself: The mechanisms through which a self-leadership intervention influences strain.

Unsworth

Mason

2012

Journal of Occupational Health Psychology

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This research reports on two field studies which demonstrate that self-leadership training decreases strain via increases in self-efficacy and positive affect. The first, an experimental study, found that strain was reduced in the randomly assigned training group, but not in the control group. The second was a longitudinal study and supported the hypotheses that self-efficacy and positive affect mediated the effect of self-leadership training on strain. Our findings extend both self-leadership and stress management literatures by providing a theoretical framework within which the effects of self-leadership on strain can be understood. Practically speaking, our findings suggest that self-leadership training offers an individual-level preventive approach to stress management.

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Section: Resultsmentioning

confidence: 99%

Help yourself: The mechanisms through which a self-leadership intervention influences strain.

Unsworth

Mason

2012

Journal of Occupational Health Psychology

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“…Without measurement invariance, (knowingly or unknowingly) researchers invoke assumptions about measurement equivalence in conducting tests of substantive hypotheses. Finally, Taylor and Ishida (2010) recommend the use of marker variables (Williams, Hartman, & Cavazotte, 2010) to assess potential common method variance associated with self-reports as a measurement model. Such variance can arise from respondent's consistency motifs, transient mood states, illusory correlations, item similarity, and social desirability.…”

Section: A Word About Measurement Methodsmentioning

confidence: 99%

Moving from Marketization to Marketing of Higher Education: The Co-Creation of Value in Higher Education

Judson¹,

Taylor²

2014

HES

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“…The respondents group was regarded as credible since more than half of them have had at least 3-year of managerial experience. To further mitigate the potential common method bias (CMB), CFA marker technique (Williams, et al, 2010) has been performed on all 15 indicators. The test results indicate no significant presence of single common factor.…”

Section: Sampling and Data Collectionmentioning

confidence: 99%

From Supply Chain Integration to Operational Performance: The Moderating Effect of Market Uncertainty

Lü

Ding

Paul

2017

Glob J Flex Syst Manag

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This research examines the moderating effect of market uncertainty on the causal effects from supply chain integration to operational performance of a typical supply chain. Based on an extensive and critical literature review, two exploratory conceptual hypotheses have been developed for the non-linear relationship between the supply chain integration and operational performance of the original equipment manufacturer; and how may that relationship be moderated by a specific construct of market uncertainty. Empirical survey instrument has been designed and applied to gather the data from a wide spectrum of automotive industry in China. Confirmative factor analysis and threshold regression analysis were used as the primary research methodology to test the hypotheses. We find strong support to the hypotheses from the empirical evidence, which leads to the finding that the relationship between the supply chain integration and operational performance is 'non-linear', and the 'non-linearity' can be significantly moderated by the market uncertainty as one of the key environmental factors for the supply chain. This study extends the current literature by contributing for the first time the discussion of an analytical model that represents the causal effects from supply chain integration to its operational performance with respect to the market uncertainty as a moderating factor.Key words: Automotive industry; market uncertainty; operational performance; supply chain integration; supply chain management. IntroductionResearchers have long articulated the necessity of a close integration between manufacturers and their suppliers and customers in attempt to deliver the supply chain's optimum performance (Tavakoli et al. 2012; Flynn et al. 2010;Turkulainen and Ketokivi 2012;Zhao et al. 2013;Huang et al. 2014;Prajogo et al. 2015). The degree of interactions between the participating member of the supply chain and the appropriate inter-relationship postures have 2 become the widely acknowledged key enablers for supply chain success (Tyagi, et al., 2015).Supply chain integration and its processes that help to develop high level collaboration and partnership with supplier and buyer have been regarded as the undisputable factors for supply chain success (Droge et al. 2012;Wilden et al. 2013;). However, with the increased supply chain complexity and sprawling global diversity over the last decade, there has been a call to rethink the universal necessity as well as the theoretical validity of supply chain integration (SCI) under the renewed business environment in respect to its highly acclaimed contribution to the supply chain's competitive performance (Lambert and Cooper 2000;Asian et al. 2009;Liu and Cruz 2012;Huang et al. 2014;D. I. Prajogo et al. 2015;Sharifkhani et al. 2016; Somarin et al. 2017(a)).We argue that it is far from being certain that the level of the SCI integration will always be positively correlated with the optimum performance (Graham et al. 2005;Wook Kim 2006; Kim 2009). However, evidently, many p...

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Method Variance and Marker Variables: A Review and Comprehensive CFA Marker Technique

Cited by 1,110 publications

References 65 publications

Help yourself: The mechanisms through which a self-leadership intervention influences strain.

Help yourself: The mechanisms through which a self-leadership intervention influences strain.

Moving from Marketization to Marketing of Higher Education: The Co-Creation of Value in Higher Education

From Supply Chain Integration to Operational Performance: The Moderating Effect of Market Uncertainty

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