Conditional reasoning is a new measurement technique used to measure cognitive biases associated with latent personality motives. The current article describes 3 studies examining 2 related measurement issues associated with conditional reasoning tests (CRTs). Study 1 examined the necessity of maintaining indirect assessment when administering CRTs. Results indicated that, compared with a control condition, 2 experimental conditions that disclosed the purpose of assessment yielded significant mean shifts on a CRT. Study 2 explored whether CRTs could be faked when the purpose of assessment was not disclosed. Results indicated that when indirect measurement was maintained, CRTs appeared to be resistant to faking. Study 3 compared scores on the Conditional Reasoning Test for Aggression across student, applicant, and incumbent samples. Results indicated no significant mean differences among these samples.

No abstract

For decades, the strategic management literature has recognized strategicorientation as an important cultural attribute in the investigation of the link betweenorganizational culture and firm performance. Using three studies, we develop a surveymeasure of strategic orientation that is unidimensional, reliable, and predictiveof financial performance. Our final study uses a sample of 779 respondents from 20companies and empirically demonstrates a positive relationship between strategicorientation and firm performance. Our results support the notion that managersshould both encourage and support behaviors and execute actions that are consistentwith our measure of strategic orientation to create a coherent strategic approach,resulting in improved financial performance.

This study tests a model of identity coactivation by empirically exploring coactivation experiences. Integrating identity research with the cognitive‐affective personality system, our model proposes the importance of self‐concept clarity (an individual difference), along with identification and level of self‐representation (two situational aspects), in understanding cognitive and emotional responses to identity coactivation. A moderated mediation model was tested on a final sample of 132 undergraduate students. Results show that self‐concept clarity and levels of self‐representation are associated with emotional discomfort, mediated by the described conflict between the coactivated identities. Further, the mediational path from levels of self‐representation to discomfort through conflict is moderated by identification with the coactivated identities. Findings suggest discomfort is reduced by both individual and situational variables.

Drawing on Wales, Monsen, and McKelvie's (2011, Entrepreneurship Theory and Practice, 35(5), 895–923) model of entrepreneurial orientation pervasiveness and the strong culture hypothesis (Denison, 1984, Organization Dynamics, 13, 4–22), this study investigates how entrepreneurial orientation (EO) strength, defined as the level of agreement in the shared perceptions of EO, serves as a boundary condition of the EO–firm performance relationship. Four field studies provide evidence for a valid and reliable 10-item multidimensional measure of entrepreneurial orientation, the EO-10, which in turn, may be used to assess EO strength. We establish content and construct validity of the EO-10 (study 1; n = 447 employees), criterion-related validity with revenue growth and sales growth (study 2; n = 412 employees in 43 profit centers), and convergent validity with Covin and Slevin's (1989, Strategic Management Journal, 10, 75–87) 9-item measure (study 3; n = 291 employees). Finally, in study 4 (n = 853 employees nested in 22 organizations), we demonstrate the interactive effects of EO and EO strength on profit growth and revenue growth. In sum, this study provides conceptual and empirical evidence for the importance of EO strength as a moderator of the EO–firm performance relationship.