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Common Methods Bias: Does Common Methods Variance Really Bias Results?
Abstract
Methods variance and its effects are at the center of a debate in organizational science. Most of the debate, however, is focused on the prevalence of common methods variance and ignores common methods bias, or the divergence between observed and true relationships among constructs. This article assesses the level of common methods bias in all multitrait-multimethod correlation matrices published over a 12-year period in a set of six social science journals using a combination of structural equation modeling and meta-analysis. The results indicate that only 46% of the variation in measures is attributable to the constructs, that 32% of the observed variation in measures is attributable to common methods variance, and that common methods variance results in a 26% bias in the observed relationships among constructs. This level of bias is cause for concern but does not invalidate many research findings.
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“To help mitigate concerns about effects of transient sources of common method bias, we employed a lagged longitudinal design (Study 2; Doty and Glick, 1998;Podsakoff et al., 2003;Spector, 2006).”
From Work hard or play hard: the effect of leisure crafting on opportunity recognition and venture performance (2023) · cites this paper as Doty and Glick, 1998
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“Doty and Glick (1998) also present a large metastudy showing varying extents of CMV across studies.”
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“* Endereço para correspondência: Departamento de Odontologia Social, Faculdade de Odontologia de Araraquara, Universidade Estadual Paulista, Rua Humaitá, 1680, Centro, Araraquara, SP, Brasil 14801903. Tel.: (16) 33016358 ou (16) 33016343. E-mail: jucampos@foar.unesp.br Acknowledgements: We would like to thank the Foun…”
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“As we have used self-reports’ measures, both for the predictor variables, and for the outcome measures, a common-method bias may exist (Doty and Glick, 1998; Podsakoff et al., 2003).”
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Strategic flexibility and SME performance in an emerging economy
Guo, H., & Cao, Z. J. (2014) · Journal of Organizational Change Management · doi:10.1108/jocm-11-2012-0177 · Cited by 84
Kanadlı, S. B., Torchia, M., & Gabaldón, P. (2017) · European Management Journal · doi:10.1016/j.emj.2017.03.006 · Cited by 83
Psychological empowerment and employee attitudinal outcomes
Shah, T. A., Khattak, M. N., Zolin, R., & Shah, S. Z. A. (2019) · Management Research Review · doi:10.1108/mrr-05-2018-0194 · Cited by 93
Board of Directors’ Diversity, Creativity, and Cognitive Conflict
Torchia, M., Calabrò, A., & Morner, M. (2015) · International Studies of Management and Organization · doi:10.1080/00208825.2015.1005992 · Cited by 84
“All the questions were close-ended, but to reduce possible common method bias (Doty and Glick 1998), we used seven-point scales.”
MethodPredicting employees' satisfaction and burnout from managers' attachment and caregiving orientations
Ronen, S., & Mikulincer, M. (2011) · European Journal of Work and Organizational Psychology · doi:10.1080/1359432x.2011.595561 · Cited by 94
Boyer, K. K., Gardner, J. W., & Schweikhart, S. B. (2012) · Journal of Operations Management · doi:10.1016/j.jom.2011.12.001 · Cited by 79
Simbula, S., & Guglielmi, D. (2013) · Journal of Work and Organizational Psychology · doi:10.5093/tr2013a17 · Cited by 100
“However, our research was based on a longitudinal design, which reduced the risks of common method bias (Doty & Glick, 1998).”
MethodGinsburg, L. R., Chuang, Y., Berta, W. B., Norton, P., Ng, P., Tregunno, D., & Richardson, J. (2010) · Health Services Research · doi:10.1111/j.1475-6773.2010.01102.x · Cited by 79
“The study data are therefore less subject to the threat of common methods bias that characterizes most survey-based research and tends to spuriously inflate relationships (Williams, Cote, and Buckley 1989; Doty and Glick 1998).”
BackgroundZadeh, A. V., Ramayah, T., Hanifah, H. M., Kurnia, S., & Mahmud, I. (2020) · Information & Management · doi:10.1016/j.im.2020.103386 · Cited by 99
Sense of coherence and the motivational process of the job-demands–resources model.
Vogt, K., Hakanen, J., Jenny, G. J., & Bauer, G. F. (2015) · Journal of Occupational Health Psychology · doi:10.1037/a0039899 · Cited by 96
Bag, S., Rahman, M. S., Srivastava, G., & Shrivastav, S. K. (2023) · Benchmarking An International Journal · doi:10.1108/bij-05-2023-0314 · Cited by 83
Symptoms of burnout and service recovery performance
Rod, M., & Ashill, N. J. (2009) · Managing Service Quality · doi:10.1108/09604520910926818 · Cited by 77
Metadata
- Authors
- Doty, D. H., & Glick, W. H.
- Affiliations
- Syracuse University (US)
- Arizona State University (US)
- ORCID
- Doty, D. Harold
- Venue
- Organizational Research Methods
- Publisher
- SAGE Publications
- Published
- 1998-10
- Volume
- 1
- Issue
- 4
- Pages
- 374-406
- ISSN
- 1094-4281 (ISSN-L)
- 1552-7425
- OpenAlex
- W2168082050
- Cited by
- 1,380
- References
- 84
- Citations by year
- 2026: 37 · 2025: 39 · 2024: 51 · 2023: 52 · 2022: 51 · 2021: 64 · 2020: 62 · 2019: 58 · 2018: 55 · 2017: 67 · 2016: 63 · 2015: 64 · 2014: 95 · 2013: 89 · 2012: 92
- FWCI
- 9.20
- Type
- journal article
- Language
- en
- Open access
- closed
- Locations
- Organizational Research Methods (publishedVersion)
- Topics
- Social Sciences › Decision Sciences › Management Science and Operations Research › Psychometric Methodologies and Testing
- Social Sciences › Business, Management and Accounting › Strategy and Management › Business Strategies and Management Research
- Social Sciences › Decision Sciences › Statistics, Probability and Uncertainty › Meta-analysis and systematic reviews
- Keywords
- measurement bias, construct relationships, measurement error, organizational analysis
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