Multidimensional constructs in structural equation analysis: An illustration using the job perception and job satisfaction constructs

Law, Kenneth S.; Wong, Chi‐Sum

doi:10.1016/s0149-2063(99)80007-5

Cited by 166 publications

(170 citation statements)

References 52 publications

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“…We used Scandura and Graen's (1984) 7-item scale to measure LMX. It has been widely adopted in LMX research, and its external validity has been confirmed with samples from Hong Kong and mainland China (Law & Wong, 1999;Law et al, 2000). In this study, the Cronbach's α of LMX was .76.…”

Section: Ps Fitsupporting

confidence: 52%

Why do Chinese employees build supervisor-subordinate guanxi? A motivational analysis

et al. 2015

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Supervisor-subordinate guanxi is an informal leader-member relationship that is of utmost importance in Chinese organizations. This paper explores Chinese employees' motives for building supervisor-subordinate guanxi through two studies. Study 1 develops an indigenous scale of motives for supervisor-subordinate guanxi. Four motive types (i.e., career advancement, team concern, personal life, and impression management) are identified, and the scale's convergent and discriminant validity is established. Study 2 examines the predictive power of these motive types. The results indicate that they, as a whole, account for unique variances in supervisor-subordinate guanxi. Furthermore, as single motive types, they have unequal impacts on this relationship and its dimensions. This research enhances understanding of what underlies supervisor-subordinate guanxi from a motivational perspective and has implications for Chinese indigenous research of guanxi.

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Section: Ps Fitsupporting

confidence: 52%

Why do Chinese employees build supervisor-subordinate guanxi? A motivational analysis

et al. 2015

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“…As Diamantopoulos and Siguaw (2006, pp. 266-267) note, a Type 1 error (the underestimation of explained variance on the dependent variable of interest-in this case, performance) may occur if the researcher specifies formative measures in a reflective manner (Law and Wong 1999). Furthermore, the measures of performance reported by the firms we study appear to capture distinct facets of the sales task, and a formative perspective is better suited (than a reflective perspective) to this type of context.…”

Section: Socomentioning

confidence: 96%

Customer-directed selling behaviors and performance: a comparison of existing perspectives

Plouffe

Hulland

Wachner

2009

J. of the Acad. Mark. Sci.

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Sales researchers have spent decades developing and empirically testing various scales that reflect distinct theoretical perspectives of salesperson behavior and job functioning. Despite extensive research in this area, little comparative work has been done to assess the relative effectiveness of these different scales in explaining salesperson performance or to explicate whether or not they are best considered in isolation or as working together-even potentially interacting-to influence sales success. We examine four established scales related to customerdirected salesperson job functioning, and look at how well they relate to both self-reported and objective job performance measures. Our analyses are based on responses from 524 salespeople drawn from three different firms. The results show that two scales (ADAPTS, Selling Skills) outperform the others. Furthermore, we find an important interaction between ADAPTS and Selling Skills that helps to predict superior objective performance.

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“…Whether its dimensions are effect indicators or causal indicators of workplace spirituality (i.e., whether the structural path arrows point toward or away from the Nurturing the Whole Person dimensions in relation to workplace spirituality, respectively) is a conclusion that can be reached and supported only through future empirical research (Edwards, 2001;Law and Wong, 1999). The definitional relevance for our purposes is that workplace spirituality is a construct that is comprised of these four dimensions.…”

Section: A Convergent Definition Of Workplace Spiritualitymentioning

confidence: 97%

Nurturing the Whole Person: The Ethics of Workplace Spirituality in a Society of Organizations

2006

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In a world which can be increasingly described as a â€œsociety of organizations,â€\x9D it is incumbent upon organizational researchers to account for the role of organizations in determining the well-being of societies and the individuals that comprise them. Workplace spirituality is a young area of inquiry with potentially strong relevance to the well-being of individuals, organizations, and societies. Previous literature has not examined ethical dilemmas related to workplace spirituality that organizations might expect based upon the co-existence of multiple ethical work climates, nor has previous literature accounted for the relevance of the cosmopolitan (external, societal) source of moral reasoning in the ethical treatment of workplace spirituality. The purpose of this paper is to address these gaps by articulating two such ethical dilemmas related to workplace spirituality: the â€œquiet desperationâ€\x9D dilemma and the instrumentality dilemma. Moreover, I propose two theoretical contexts that foster â€œboth-andâ€\x9D rather than â€œeither-orâ€\x9D thinking, thereby mitigating (moderating) the relationships between climate combinations and conflictual aspects of the ethical dilemmas. For the â€œquiet desperationâ€\x9D dilemma, I propose a person–organization fit perspective to emphasize diversity of individual preferences instead of a managerially prescribed uniformity of spirituality. For the instrumentality dilemma, I propose a multiparadigm approach to workplace spirituality research to avoid the privileging of one research interest over another (e.g., instrumentality, individual fulfillment, societal good). I conclude with suggestions for future research. Copyright Springer 2006workplace spirituality, social systems, ethical work climate, ethical dilemma, person–organization fit, multiparadigm research,

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Multidimensional constructs in structural equation analysis: An illustration using the job perception and job satisfaction constructs

Cited by 166 publications

References 52 publications

Why do Chinese employees build supervisor-subordinate guanxi? A motivational analysis

Why do Chinese employees build supervisor-subordinate guanxi? A motivational analysis

Customer-directed selling behaviors and performance: a comparison of existing perspectives

Nurturing the Whole Person: The Ethics of Workplace Spirituality in a Society of Organizations

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