A Review and Analysis of the Policy-Capturing Methodology in Organizational Research: Guidelines for Research and Practice

By Ronald J. Karren, M. Barringer. 2002

301 citations recorded by the source corpus.

Subfields: Economics and Econometrics, General Decision Sciences, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/47a2771f2c7d6bbec3522297b2df9660d0ff4b88

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Citations in the corpus

Conducting Studies of Decision Making in Organizational Contexts: A Tutorial for Policy-Capturing and Other Regression-Based Techniques (2002, methodology): “Most policy-capturing researchers have used orthogonal designs because they yield the most stable and unambiguous estimates of the regression coefficients (Karren & Barringer, 2002 [this issue]; Neter, Kutner, Nachtsheim, & Wasserman, 1996).”
The Importance of Being Emotional : How do Emotions Affect Entrepreneurial Opportunity Evaluation and Exploitation? (2010, background): “Thereby, we tested that the case presented did not appear absurd or bizarre (Friedman et al., 2006) and that it contained factors that are relevant in real life and factors that make up a realistic setting (Karren and Barringer, 2002).”
The relevance of corporate social responsibility for a sustainable human resource management: An analysis of organizational attractiveness as a determinant in employees' selection of a (potential) employer (2012, methodology): “Third, asking individuals to make overall judgments about multi-attribute scenarios is more similar to the real-life decision problems than is a self-report attribute design (Karren & Barringer, 2002).”
Passive and Active Opportunism in Interorganizational Exchange (2013, unknown): “Our approach to assess satisfaction with performance in the context of the scenario is consistent with the organizational behavior literature (Karren and Barringer 2002).”
Organizational justice perceptions and pay level satisfaction (2011, background): “Further, this approach allows the researcher to control for social desirability bias, a notable advantage for policy-capturing procedures over direct estimation procedures ( Karren and Barringer, 2002”
The three faces of China: Strategic alliance partner selection in three ethnic Chinese economies (2014, methodology): “The policy capturing instrument is used to examine how managers process information and make decisions when asked to weigh particular choices or strategies (Hitt & Tyler, 1991; Karren & Barringer, 2002; Rynes & Lawler, 1983).”
Construct Validation Using Computer-Aided Text Analysis (CATA) (2010, methodology): “Our second contribution, following in the tradition of other work appearing in Organizational Research Methods (e.g., Fendt & Sachs, 2008; Karren & Barringer, 2002; Lance, Butts, & Michels, 2006; Rogelberg & Stanton, 2007), is to provide a ‘‘user’s guide’’ for future empirical efforts consistent…”
Job performance ratings: The relative importance of mental ability, conscientiousness, and career adaptability (2015, methodology): “A frequently raised criticism of this method is the potential lack of realism and generalizability (Hughes & Huby, 2002; Karren & Barringer, 2002).”
Best Practice Recommendations for Designing and Implementing Experimental Vignette Methodology Studies (2014, background): “This allows researchers to more easily assess the independent effects of each manipulated factor (Aiman-Smith et al., 2002; Karren & Barringer, 2002).”
The Essence of Dynamic Capabilities and their Measurement (2018, unknown): “This study joins a growing stream of reviews evaluating operationalizations in management research (Karren and Barringer 2002; Lohrke et al .”