Nonresponse bias in public leadership research: an empirical assessment

Vogel, Dominik; Jacobsen, Christian Bøtcher

doi:10.1080/10967494.2021.1906803

Cited by 14 publications

(5 citation statements)

References 59 publications

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Section: Methodssupporting

confidence: 43%

“…To strengthen this finding, we compared those who initially refused to participate in the study with those who never declined (Fulton, 2018). Again, we found no difference between the two groups, which can be concluded that nonresponse bias did not occur in our case (Vogel and Jacobsen, 2021). Furthermore, we examined common method variance (CMV), which often threatens the findings when the same respondent answers questions for a set of variables.…”

Section: Nonresponse Bias and Common Methods Variancementioning

confidence: 92%

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Green project management practices, green knowledge acquisition and sustainable competitive advantage: empirical evidence

Malik

Ali

Latan³

et al. 2023

JKM

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Purpose This study aims to envisage the impact of green project management (GPM) practices on sustainable competitive advantage (SCA). Moreover, this study also accessed the mediating role of green knowledge acquisition (GKA) as a mechanism between GPM and SCA. Design/methodology/approach Using a quantitative field survey, the data were collected from the multi-sector manufacturing enterprises (n = 265) in Pakistan. The measurement and structural model were tested through Analysis of Moment Structure by conducting a covariance structure analysis. Findings The findings suggest that GPM practices are positively related to SCA. In addition to this direct effect, GKA play a significant role in explaining the associations between GPM practices and SCA. The findings bring essential insights for the enterprises, policymakers, practitioners and project managers to promote GPM practices for low-carbon projects to achieve SCA. Research limitations/implications The data used in this study is cross-sectional in nature. The geographic location is limited to firms in Pakistan, while well-validated subjective measures are used to make the survey more convenient for participants. Practical implications The practitioners in general, while project managers in particular, are recommended to implement GPM practices and GKA to achieve high performance of SCA. Originality/value To the best of the authors’ knowledge, this is one of the first studies to examine GPM practices and its effect on SCA directly and via GKA in a single model.

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Section: Methodssupporting

confidence: 43%

Section: Nonresponse Bias and Common Methods Variancementioning

confidence: 92%

Green project management practices, green knowledge acquisition and sustainable competitive advantage: empirical evidence

Malik

Ali

Latan³

et al. 2023

JKM

View full text Add to dashboard Cite

show abstract

“…The independent t -test was used to compare the mean of the two sub-samples. We found no difference ( p > 0.05) for all pairs between the two groups, meaning that there is no statistical evidence that the sample is significantly different from the rest of the population (Vogel and Jacobsen, 2021). Therefore, we conclude that non-response bias is not a threat to our results.…”

Section: Resultsmentioning

confidence: 56%

The effects of the COVID-19 crisis on startups' performance: the role of resilience

Mota

Bueno

Gonella

et al. 2022

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PurposeThis paper aims to evaluate the impacts of the COVID-19 crisis on startups performance and the moderating effects played by several resilience-related startup characteristics during times of crisis.Design/methodology/approachTo achieve this, 94 Brazil-based startups were surveyed, and multivariate data techniques (PLS-SEM) were applied.FindingsThe results show that despite the startups performance having been affected by the pandemic crisis, the response measures, when influenced by the resilience characteristics of these companies, moderated this effect. Furthermore, our findings suggest the future challenges to be faced by these organisations in the post-pandemic period.Research limitations/implicationsProposing a framework, our survey research contributes to the dynamic capabilities theory by showing that startups resilience is linked to the micro-foundations of sensing (e.g. innovation systems, resilience culture, pivoting practices, innovativeness products), seizing (e.g. leadership/focused skills, people development and selection, agility, clear vision of business process) and reconfiguring capabilities.Practical implicationsNot only for theory, but this paper also contributes insights and guidelines for business practice in the face of challenges arising from times of crisis. By demonstrating the positive effect of early response measures based on resilience, our findings provide genuine managerial input that can help managers, funders and decision-makers in these companies operations against turbulent crises early on, thereby supporting the traction phase and sustaining their performance.Originality/valuePrevious research has examined the effects of the COVID-19 crisis in several sectors and perspectives. However, this study is the first to empirically test and clarify how the resilience and singularities of these new business models based on innovation could react to the changes caused by the pandemic.

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“…Instead, we focus on the level of "meaning" (Alvesson and Sk€ oldberg 2018) which is useful and relevant when the interest is in people's constructions of leadership (Blom and Alvesson 2014). This choice of method complements the quantitative methods often adopted in studies on leadership in the public sector (Meier and O'Toole 2011;Vogel and Jacobsen 2021), and in doing so, also responds to calls for more qualitative in-depth studies (e.g., Andersen et al 2018;Orazi et al 2013).…”

Section: Research Setting and Methodsmentioning

confidence: 99%

Karma chameleon: Exploring the leadership complexities of middle managers in the public sector

Tyskbo

Styhre

2022

International Public Management Journal

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While leadership is one of the most discussed concepts in the social sciences, there is a need for more scholarly research that examines the ambiguous leadership position of middle managers, and how their leadership work is perceived in practice. In this article, we follow the recent research turn of adopting a social constructionist view of leadership, and make use of metaphors to answer the following research question: how are middle managers in the public sector managing the expectations and demands from both top management and subordinates, and what are some of its consequences? We study this in the public sector, a context of particular importance but one that has often been neglected in previous research. Through a qualitative in-depth case study, based on observations, interviews, and organizational documents, our findings show that middle managers were trapped in the way they moved between being constructed as a leader and a follower, along what we call a leader-follower pendulum, and in the way they enacted two different leadership metaphors: the buddy and the commander. These aspects jointly contribute to a complex and ambiguous situation for middle managers, which in turn gives rise to alienation and the constant strive to fit in, something that we metaphorically refer to as "karma chameleon." ARTICLE HISTORY

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Nonresponse bias in public leadership research: an empirical assessment

Cited by 14 publications

References 59 publications

Green project management practices, green knowledge acquisition and sustainable competitive advantage: empirical evidence

Green project management practices, green knowledge acquisition and sustainable competitive advantage: empirical evidence

The effects of the COVID-19 crisis on startups' performance: the role of resilience

Karma chameleon: Exploring the leadership complexities of middle managers in the public sector

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