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.

Self-Reports in Organizational Research: Problems and Prospects

A three-component conceptualization of organizational commitment

Despite the concern that has been expressed about potential method biases, and the pervasiveness of research settings with the potential to produce them, there is disagreement about whether they really are a problem for researchers in the behavioral sciences. Therefore, the purpose of this review is to explore the current state of knowledge about method biases. First, we explore the meaning of the terms “method” and “method bias” and then we examine whether method biases influence all measures equally. Next, we review the evidence of the effects that method biases have on individual measures and on the covariation between different constructs. Following this, we evaluate the procedural and statistical remedies that have been used to control method biases and provide recommendations for minimizing method bias.

Sources of Method Bias in Social Science Research and Recommendations on How to Control It

Chapter 1. Introduction Chapter 2. Managerial Work Chapter 3. Effective Leadership Behavior Chapter 4. Leading Change and Innovation Chapter 5. Participative Leadership and Empowerment Chapter 6. Leadership Traits and Skills Chapter 7. Contingency Theories and Adaptive Leadership Chapter 8. Power and Influence Tactics Chapter 9. Dyadic Relations and Followers Chapter 10. Leadership in Groups and Teams Chapter 11. Strategic Leadership in Organizations Chapter 12. Charismatic and Transformational Leadership Chapter 13. Ethical, Servant, Spiritual, and Authentic Leadership Chapter 14. Cross-cultural Leadership and Diversity Chapter 15. Developing Leadership Skills Chapter 16. Overview and Integration

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Leadership in Organizations

Virtually all of the studies that have examined the relationship between organizational citizenship behaviors (OCBs) and unit or organizational effectiveness have focused on affiliation-oriented as opposed to challenge-oriented forms of OCB, and no study has examined the mechanisms through which OCBs influence unit or organizational effectiveness. Therefore, the purpose of this study is to examine the main and interactive effects that challenge-oriented and affiliation-oriented OCBs have on organizational effectiveness through their impact on workgroup task performance. Results from a sample of 150 limited-menu restaurants showed that the relationship between challenge-oriented OCBs and workgroup task performance has an inverted-U shape and is moderated by affiliation-oriented OCBs, and that workgroup task performance completely mediated the impact of challenge- and affiliation-oriented OCBs (and their interaction) on organizational outcomes (i.e., sales dollars, profit as a percentage of sales, and employee turnover). Specifically, the findings showed that challenge-oriented OCBs have a positive impact on workgroup task performance up to a point, and beyond that point only when certain enabling conditions (i.e., high levels of affiliation-oriented OCBs) are present. Implications are discussed.

Challenge‐oriented organizational citizenship behaviors and organizational effectiveness: do challenge‐oriented behaviors really have an impact on the organization's bottom line?

Since the publication of Venkatraman and Grant's (1986) article two decades ago, considerably more attention has been directed at establishing the validity of constructs in the strategy literature. However, recent developments in measurement theory indicate that strategy researchers need to pay additional attention to whether their constructs should be modeled as having formative or reflective indicators. Therefore, the purpose of this chapter is to highlight the differences between formative and reflective indicator measurement models, and discuss the potential role of formative measurement models in strategy research. First, we systematically review the literature on construct measurement model specification. Second, we assess the extent of measurement model misspecification in the recent strategy literature. Our assessment of 257 constructs in the contemporary strategy literature suggests that many important strategy constructs are more appropriately modeled as having formative indicators than as having reflective indicators. Based on this review, we identify some common errors leading to measurement model misspecification in the strategy domain. Finally, we discuss some implications of our analyses for scholars in the strategic management field.

The Role of Formative Measurement Models in Strategic Management Research: Review, Critique, and Implications for Future Research

Relationships Between Leader Reward and Punishment Behavior and Group Processes and Productivity

In this article the authors replicate a study that was conducted to examine the effects that organizational formalization had on the feelings of alienation of professional employees. The authors of...

Effects of organizational formalization on alienation among professionals and nonprofessionals.

We investigated changes in the influence of 40 publications relevant to the field of management between 1981 and 1986 and between 1986 and 1991 using Salancik's index of influence in a dependency n...

Philip M. Podsakoff

Papers

Challenge‐oriented organizational citizenship behaviors and organizational effectiveness: do challenge‐oriented behaviors really have an impact on the organization's bottom line?

The Role of Formative Measurement Models in Strategic Management Research: Review, Critique, and Implications for Future Research

Relationships Between Leader Reward and Punishment Behavior and Group Processes and Productivity

Effects of organizational formalization on alienation among professionals and nonprofessionals.

Journal Influence in the Field of Management: An Analysis Using Salancik's Index in a Dependency Network