The Congruence of Factor-Analytic Structures: Comparisons of Four Procedures and Their Solutions

Golembiewski, Robert T.; Billingsley, Keith R.; Yeager, Samuel J.

doi:10.5465/amr.1976.4400581

Cited by 11 publications

(7 citation statements)

References 17 publications

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“…Does level of trust change as the context becomes more extreme? Golembiewski, Billingsley, and Yeager (1976) propose a relevant distinction by considering changes in construct measurements of type alpha (meaning and measurement of construct is stable), beta (meaning is unchanged but measurement rule is recalibrated by respondent) and gamma (meaning is conceptually altered) (Golembiewski & Billingsley, 1980;Thompson & Hunt, 1996). Changes in dimensionality could also be important, distinguishing ipsative measures where a respondent has to rank different options, from normative measures, where respondents weight each option independently (Saville & Willson, 1991).…”

Section: Methodological Issues In Examining Leadership In Extreme Conmentioning

confidence: 99%

“…This interdependency may create a threshold effect (Chatterjee & Hambrick, 2007;Sørensen, 2002) where the trust → performance linkage becomes unstable and nonlinear. We also propose that when death or other extreme consequences are probable, leaders and followers may alter the meaning of a construct, which would necessitate measuring it differently (Golembiewski & Billingsley, 1980;Thompson & Hunt, 1996). For example, followers faced with losing their jobs due to a merger (often called a "crisis" in the literature) will likely conceptualize levels of "trust" quite differently from those following a leader down a burning high rise building hallway, which is considered the most dangerous point in an urban fire.…”

Section: Differentiating Extreme From Crisismentioning

confidence: 99%

“…Seifert (2007) notes that during extreme events flatter, more adaptive organizational structures will be more effective, and reduce rigidity, centralization, and formalization. According to Pulakos, Arad, Donovan, and Plamondon (2000), adaptive performance occurs when organizations are designed in ways that their members are allowed to solve problems creatively (e.g., Hatano & Inagaki, 1986;Holyoak, 1991), and enable coping with uncertain and unpredictable work situations (e.g., Ashford, 1986;Edwards & Morrison, 1994;Goodman, 1994;Hall & Mirvis, 1995;Weiss, 1984).…”

Section: Organizational Resources As Attenuatorsmentioning

confidence: 99%

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A framework for examining leadership in extreme contexts

Hannah

Uhl‐Bien

Avolio

et al. 2009

The Leadership Quarterly

507

531

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a r t i c l e i n f o a b s t r a c tIn this review, we develop a framework to guide future research and to examine the execution of leadership in extreme contexts. We start by defining and distinguishing extreme contexts from crisis and other contexts. A five component typology is developed comprised of magnitude of consequences, form of threat, probability of consequences, location in time and physical or psychological-social proximity. We discuss the unique influences these components have on leadership processes in extreme contexts examining the relevance of organization types such as critical action and high reliability organizations. Further, we present a set of factors that may attenuate or intensify the dimensions comprising an extreme context, thus influencing either a team or organization's ability for adaptive leadership response. Ultimately this framework seeks to develop a richer understanding of extreme contexts to advance the future development of contextualized theories of leadership for extreme contexts.Published by Elsevier Inc.

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Section: Methodological Issues In Examining Leadership In Extreme Conmentioning

confidence: 99%

Section: Differentiating Extreme From Crisismentioning

confidence: 99%

Section: Organizational Resources As Attenuatorsmentioning

confidence: 99%

See 1 more Smart Citation

A framework for examining leadership in extreme contexts

Hannah

Uhl‐Bien

Avolio

et al. 2009

The Leadership Quarterly

507

531

View full text Add to dashboard Cite

show abstract

“…Llnterpdtation des facteurs ainsi dkg&s est souvent ardue et ambivalente. Compte tenu des limitations conceptuelles gknkralement attribuh A l'analyse factorielle c o m e outil d'analyse confirnative (Golembiewski, Billingsley, & Yeager, 1976;Harris, 1967), nous avons sou& toutes les mesures h toutes les mkthodes d'extraction disponibles dans le programme SPSSX selon les recommandations de Harris (1967). Seule la structure commune a toutes les mkthodes a ktk considkrk acceptable.…”

Section: Les Mesuresunclassified

L'effet de l'incertitude et des stratégies de détermination des besoins de l'utilisateur sur les projets d'informatisation

Galletta

Louadi²

1995

Can J Adm Sci

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Le but des premiires phases du dkveloppement d'un systgme &information est de aterminer les besoins rkek que le systime doit satisjiiire. Le souci des analystes d'application a t d'obtenir des besoins qui soient stables tout au long du &loppement du systime. La rkalitk de la profession a h analystes veut qubbtenir des besoins qui soient Ci la fois stables et rkek rel& de la gageure. Dam cette ktude, nous avons tenti de tester la validitk d'un modle de dktermination des besoins de l'utilisateur. Ce modle, &veloppk par Naumann et Davis (1978). &@it la meilleure stratkgie de &termination des besoins de l'utilisateur en fonction de l'incertitude prksente dam le projet. nois hypoth2ses ont ktk &gag& du moa2le et testkes sur des donnPes recueillia sur 67 projets. Des mesures prk-existantes ont ktk utiliskes. L a tats statistiques efectds ont conduit au rejet des hypoth2ses reliant la taille du projet, la structure de la tciche et la congruence ci la satisjiiction de htilisateur. Parmi Ies rksultats dkgagks, les facteurs les plus importants dans un projet semblent &re les facteurs humains rekztgs aux partia engagkes dans le projet de dhloppement des syst2mes d 'application. AbstmctThe objective of the early p h e s of information systems (IS) development projects is to determine users' information requirements. Systems analysts ' primaly concern is to secure information requirements that are stable over the duration of the project. The reality of the profasion has shown that obtaining information requirements which reflect users' true information requirements and which remain stable over time is not always an easy matter. In this study, we attempted to validate an information requirements determination (IRD) theoretical model. Developed by Naumann and Davis (1978), this model dej n e s the best IRD strategy as ajimction of the uncertainty present in the project. Three hypotheses were derived from the model and tested using data collected on 67 IS projects. Established measures were used to measure the variables of the model. Statistical tests led to the rejection of the hyptheses relating project size, task structure, and the congruence variable to user satisfaction. f i e results obtained show that human factors are the most important in an information system development project.Durant les trois dernikres dkmnies, la productivitC des technologies de l'information a augment6 dkne ma-&re spectaculaire. Certains observateurs avancent des Les auteurs voudraient remercier monsieur Jeffrey L. Sampler pour son assistance en contactant par tblbphone 320 analystes afin d'assurer leur participation a cette &ude. Nous voudrions kgalement exprimer notre gratitude aux professeurs Jo& St-Pierre, Louis Raymond et Renk Winas pour avoir bien voulu commenter une premibre version de cet article.

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“…As per Golembiewski, et al (1976aGolembiewski, et al ( , 1976b, gamma change was determined by the factor analysis comparison technique described by Ahmavaara (1954). In essence, this technique compares the factor structure of a questionnaire at two points in time in terms of both pattern and loadings.…”

Section: Gamma Changementioning

confidence: 99%

Planned Organizational Change Andits Measurement

Randolph¹

1982

Personnel Psychology

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Based upon recent reviews of evaluation methodology in Organization Development (OD), a description of a viable method for measuring planned organizational change is synthesized. The paper reports on the application of the procedure to a university student counseling center involved in an OD project utilizing an eclectic intervention. A diagnostic, reliability-tested questionnaire was used in a three year modified multiple time series research design, with a closely matched comparison organization, and data were analyzed for three types of change. Results support the contention that the measurement method is viable for accurately assessing the impact of an OD intervention and thus providing the groundwork for developing a rigorous, empirical1 y-based theory of OD. However, several problems and tradeoffs are made explicit. SINCE its inception in the early 1960's, Organization Development (OD) has been a fast-growing field. The number of practitioners and scholars in the field has grown steadily as OD has been employed in a variety of organizational settings. Likewise, the literature on OD has grown rapidly, but there are very few studies of its effects that can stand the rigorous testing expected of behavioral science research (Margulies, Wright, and Scholl, 1977). The need for better OD evaluation in systematic research efforts continues to be emphasized (Kimberly and Neilsen, 1975;Lippitt, 1969; and White and Mitchell, 1976). As Armenakis, Field, and Holley (1976) point out, the field orientation of OD dictates that methodological proceduresThe author wishes to thank the following people who have served as internal consults to the OD project: Rosemary

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The Congruence of Factor-Analytic Structures: Comparisons of Four Procedures and Their Solutions

Cited by 11 publications

References 17 publications

A framework for examining leadership in extreme contexts

A framework for examining leadership in extreme contexts

L'effet de l'incertitude et des stratégies de détermination des besoins de l'utilisateur sur les projets d'informatisation

Planned Organizational Change Andits Measurement

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