Common method bias in applied settings: The dilemma of researching in organizations

Jordan, Peter Jeffrey; Troth, Ashlea Clare

doi:10.1177/0312896219871976

Cited by 605 publications

(388 citation statements)

References 49 publications

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“…While we conducted a scenario case study to test our hypotheses, because contrary to an experiment it retains more realism of context and also yields excellent internal validity (Finch, 1987), most variables in our study were collected at the same time and from the same respondents. This approach means that part of our data is sensitive to common method bias (CMB), and the estimates of the relationships between the constructs can be biased because they are measured with the same method (Campbell and Fiske, 1959; Podsakoff and Organ, 1986; see also Jordan and Troth, 2019). Given this limit, Jordan and Troth (2019) provided procedural and statistical solutions for avoiding or managing CMB concerns.…”

Section: Resultsmentioning

confidence: 99%

“…This approach means that part of our data is sensitive to common method bias (CMB), and the estimates of the relationships between the constructs can be biased because they are measured with the same method (Campbell and Fiske, 1959; Podsakoff and Organ, 1986; see also Jordan and Troth, 2019). Given this limit, Jordan and Troth (2019) provided procedural and statistical solutions for avoiding or managing CMB concerns. Their view is that it is important to recognize that CMB as a method bias, and on this basis, the use of method and research design solutions prior to data collection in applied settings offers a higher quality solution.…”

Section: Resultsmentioning

confidence: 99%

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In the driving seat: Executive’s perceived control over environment

Schwarz¹,

Sanders

Bouckenooghe

2019

Australian Journal of Management

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This study investigates executives’ perceived control over their environment. Drawing on managerial cognition and upper echelons theory, we test a model that specifies perceived control over environment as made up of organizational routines (i.e. information processing capability and decision comprehensiveness) and executive understanding of performance (i.e. organizational effectiveness and organizational slack). Findings from a scenario study of 46 executives in 14 pharmaceutical firms show perceived control over the internal environment can be explained by information processing capability, and the interactions between organizational routines and resources. Perceived control over the external task environment can be explained by information processing. This difference accounts for the extent to which executives perceive that they can control their environment, adding to the more traditional view focused on the requirements for a strategic fit to environment. JEL Classification: M10, M12, L20

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Section: Resultsmentioning

confidence: 99%

Section: Resultsmentioning

confidence: 99%

In the driving seat: Executive’s perceived control over environment

Schwarz¹,

Sanders

Bouckenooghe

2019

Australian Journal of Management

View full text Add to dashboard Cite

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“…In the study, a factor analysis was carried out which demonstrated that there is no common factor loading on all measures used (Chang et al, 2020;Jordan & Troth, 2020;Podsakoff et al, 2003;Podsakoff & Organ, 1986;Vinzi et al, 2010). Subsequently, therefore, common method bias was considered not to be a problem with the study data set (Vinzi et al, 2010).…”

Section: Common Methods Variancementioning

confidence: 99%

Unemployment Blues: Analysis of the Dual Mediating Effects of Knowledge and Perception on Entrepreneurial Intentions in the Environment

et al. 2020

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The rate of youth unemployment has been a major challenge for preceding and consecutive Ghanaian governments. There is evidence to suggest how different economic interventions to bridge this gap have failed to yield the expected results. The intended beneficiaries of these interventions are caught in a quagmire of what they perceive as opportunities within the environment which are sometimes divergent from that of government. This is due to the influencing role of two main factors: their knowledge and perception. We carry out a study to reveal the relationship that exist between entrepreneurial environment and entrepreneurial intentions and how knowledge and perception of the youth mediate this relationship. A sample survey of 187 youth using questionnaires were administered and the results analyzed using the partial least squares–structural equation modeling (PLS-SEM). Overall, entrepreneurial knowledge and perception variables showed a partial mediation in their relationship with entrepreneurial environment and entrepreneurial intention. Entrepreneurial perception showed a higher mediating effect of the two mediators on the target construct, entrepreneurial intention. Entrepreneurial perception showed the highest Cronbach’s alpha of .90 of all the variables. We advance the theory of entrepreneurship intention to show how the dual mediating interactivities are influenced by the entrepreneurship environment. The need to build a supportive entrepreneurial environment is critical in transforming the youth perception to boost their knowledge in entrepreneurship to engage in business enterprises. These are critical for policy makers, implementers, and entrepreneurial trainers.

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“…Since the data has been collected from one source, a structured questionnaire, the shared attributes, i.e., common method bias, between the answers of different variables may affect the results of the relationships between these variables (Jordan and Troth, 2020). Accordingly, a common method bias has been checked according to the Harman's one factor approach (Podsakoff et al, 2003).…”

Section: Common Methods Biasmentioning

confidence: 99%

The Impact of the Corporate Social Responsibility on Employees’ Loyalty in Higher Education Sector

Omran¹,

Deen²

2020

theijbm

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With current Covid-19 pandemic, businesses are losing their profits. An attempt to reduce this lose, companies shrinks their businesses. A huge number of employees lose their jobs. The rest of the employed ones suffer from the job insecurity. Hence, in the unprecedented situation, businesses are keen on enhancing their employees' loyalty. This empirical study aims to extend the literature by testing the impact of the corporate social responsibility on the employee's loyalty in higher education context. Data has been collected from the staff working in private universities in Egypt. Analysing 327 valid questionnaires using the Partial Least Squares-Structural Equation Modelling confirms the positive effect of the ethical responsibility and philanthropic responsibility. Theoretical, managerial and social research implications are provided.

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Common method bias in applied settings: The dilemma of researching in organizations

Cited by 605 publications

References 49 publications

In the driving seat: Executive’s perceived control over environment

In the driving seat: Executive’s perceived control over environment

Unemployment Blues: Analysis of the Dual Mediating Effects of Knowledge and Perception on Entrepreneurial Intentions in the Environment

The Impact of the Corporate Social Responsibility on Employees’ Loyalty in Higher Education Sector

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