Interest in the problem of method biases has a long history in the behavioral sciences. Despite this, a comprehensive summary of the potential sources of method biases and how to control for them does not exist. Therefore, the purpose of this article is to examine the extent to which method biases influence behavioral research results, identify potential sources of method biases, discuss the cognitive processes through which method biases influence responses to measures, evaluate the many different procedural and statistical techniques that can be used to control method biases, and provide recommendations for how to select appropriate procedural and statistical remedies for different types of research settings.

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Common method biases in behavioral research: a critical review of the literature and recommended remedies.

Many formal organizational structures arise as reflections of rationalized institutional rules. The elaboration of such rules in modern states and societies accounts in part for the expansion and i...

https://www.jstor.org/stable/pdf/2778293.pdf

Institutionalized Organizations: Formal Structure as Myth and Ceremony

The present research develops and tests a theoretical extension of the Technology Acceptance Model (TAM) that explains perceived usefulness and usage intentions in terms of social influence and cognitive instrumental processes. The extended model, referred to as TAM2, was tested using longitudinal data collected regarding four different systems at four organizations ( N = 156), two involving voluntary usage and two involving mandatory usage. Model constructs were measured at three points in time at each organization: preimplementation, one month postimplementation, and three months postimplementation. The extended model was strongly supported for all four organizations at all three points of measurement, accounting for 40%--60% of the variance in usefulness perceptions and 34%--52% of the variance in usage intentions. Both social influence processes (subjective norm, voluntariness, and image) and cognitive instrumental processes (job relevance, output quality, result demonstrability, and perceived ease of use) significantly influenced user acceptance. These findings advance theory and contribute to the foundation for future research aimed at improving our understanding of user adoption behavior.

https://www.jstor.org/stable/pdfplus/2634758.pdf

A Theoretical Extension of the Technology Acceptance Model: Four Longitudinal Field Studies

Self-Reports in Organizational Research: Problems and Prospects

This article synthesizes the large but diverse literature on organizational legitimacy, highlighting similarities and disparities among the leading strategic and institutional approaches. The analysis identifies three primary forms of legitimacy: pragmatic, based on audience self-interest; moral, based on normative approval: and cognitive, based on comprehensibility and taken-for-grantedness. The article then examines strategies for gaining, maintaining, and repairing legitimacy of each type, suggesting both the promises and the pitfalls of such instrumental manipulations.

https://www.jstor.org/stable/pdf/258788.pdf

Managing Legitimacy: Strategic and Institutional Approaches

A test was made of the Thompson-Zald hypothesis that succession of leadership is a response to organizational problems. Turnover of university department heads was found to be an interactive functi...

Administrative Turnover as a Response to Unmanaged Organizational Interdependence

December 1979, volume 24 Recently a woman who was careful with her pennies received a telephone bill for $0.00. Pleased by the tidiness of the company's recordkeeping, she filed the non-bill and went on to pay the rent. Twenty days later she received the message "NOTICE PRIOR TO DISCONNECTION." She presented this paradox to a polite service representative who found her accounts in order and advised her to disregard the notice. She did. A few days later she received another threat. She returned to the company. This time she spoke with a supervisor. He checked her records, reviewed his subordinate's report, commended the woman, apologized for the company, and promised a correction. True to his word, a corrected bill for $0.00 arrived in two days, followed shortly by a disconnection notice. She called again. The supervisor assured her again. He called the next day to confirm all was well. A week of peace was followed by another threat. Beaten but enlightened, the woman wrote a check for $0.00 and mailed it with the computer billing card to the company, which ended the matter.

https://www.jstor.org/stable/pdfplus/2392369.pdf

Field Stimulations for Organizational Behavior Research.

Linear and branching formats in culture assimilator training

The efficient organization

The effects of (J) information about the distribution of subunit influence, (2) information about the subunit's standing on various dimensions, and (3) the effects of advocating that allocations be based on dimensions favoring the subunit were examined for a sample of academic departments in a large state university. Advocating the use of criteria favorable to the subunit was positively related to allocations, particularly for more powerful subunits and less critical and scarce resources. Knowledge about the organization's political structure primarily benefitted the allocations of less powerful de-partments. These results heldfor resources allocated through committees of department representatives. However, for general fund allocations, made through an administrative decision process, advocacy tended to decrease re-source allocations, with this effect observed more for high power depart-ments. The results are discussed in terms of the liaison role of the administrator, employing the conceptualization of ...

Gerald R. Salancik

Papers

Administrative Turnover as a Response to Unmanaged Organizational Interdependence

Field Stimulations for Organizational Behavior Research.

Linear and branching formats in culture assimilator training

The efficient organization

Administrator Effectiveness: The Effects of Advocacy and Information on Achieving Outcomes in an Organizational Context