The DOI matches its Crossref record; 3 of the 3 references it cites were found in a registry or an index.
Identifying Common Methods Variance With Data Collected From A Single Source: An Unresolved Sticky Issue
Abstract
Common methods variance that can result when two or more constructs are measured by a single rater or source was examined using Within and Between Analysis (WABA). Levels of analysis effects were assessed for single-source leadership and outcome ratings obtained using surveys completed by the followers of managers employed by a multidivisional Fortune 500 high technology organization. The alignment of singleand multiple-source effects with the analytic procedures, a critique of recommended procedures for addressing problems with single-source variance, an alternative conceptual framework, and strategies to address problems with research involving questionnaire! survey self-report measures are discussed.
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Cites
Convergent and discriminant validation by the multitrait-multimethod matrix.
Campbell, D. T., & Fiske, D. W. (1959) · Psychological Bulletin · doi:10.1037/h0046016 · Cited by 17,116
Self-Reports in Organizational Research: Problems and Prospects
Podsakoff, P. M., & Organ, D. W. (1986) · Journal of Management · doi:10.1177/014920638601200408 · Cited by 17,102
Lack of method variance in self-reported affect and perceptions at work: reality or artifact?
Williams, L. J., Cote, J. A., & Buckley, M. R. (1989) · Journal of Applied Psychology · doi:10.1037/0021-9010.74.3.462 · Cited by 1,616
Cited by
Network Structure and Knowledge Transfer: The Effects of Cohesion and Range
Reagans, R., & McEvily, B. (2003) · Administrative Science Quarterly · doi:10.2307/3556658 · Cited by 3,592
Validation Guidelines for IS Positivist Research
Straub, D., & Gefen, D. (2004) · Communications of the Association for Information Systems · doi:10.17705/1cais.01324 · Cited by 2,797
Common method bias in applied settings: The dilemma of researching in organizations
Jordan, P. J., & Troth, A. C. (2020) · Australian Journal of Management · doi:10.1177/0312896219871976 · Cited by 997
The destructiveness of laissez-faire leadership behavior.
Skogstad, A., Einarsen, S., Torsheim, T., Aasland, M. S., & Hetland, H. (2007) · Journal of Occupational Health Psychology · doi:10.1037/1076-8998.12.1.80 · Cited by 864
Koh, W. L., Steers, R. M., & Terborg, J. R. (1995) · Journal of Organizational Behavior · doi:10.1002/job.4030160404 · Cited by 562
Metadata
- Authors
- Avolio, B. J., Yammarino, F. J., & Bass, B. M.
- Venue
- Journal of Management
- Publisher
- SAGE Publications
- Published
- 1991-09
- Volume
- 17
- Issue
- 3
- Pages
- 571-587
- ISSN
- 0149-2063 (ISSN-L)
- 1557-1211
- OpenAlex
- W1966426817
- Cited by
- 574
- References
- 3
- FWCI
- 5.87
- Type
- journal article
- Language
- en
- Open access
- closed
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