To prosper, organizational psychology should … overcome methodological barriers to progress

By J. Edwards. 2008

197 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/4d57d6ab207b8b0cba0d288342d5002c1409d343

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Citations in the corpus

Leadership development as an intervention in occupational health psychology (2010, unknown): “Researchers are frequently enjoined to assess variables in a longitudinal design at ‘‘appropriate’’ time lags (Edwards, 2008).”
Temporary Employment and Perceived Employability: Mediation by Impression Management (2010, background): “Moreover, controlling for age or tenure would mean that we investigate that part of temporary employment that is unrelated to age (Edwards, 2008).”
Common method bias in applied settings: The dilemma of researching in organizations (2020, background): “CMB can also occur due to similarities in the structure or wording of survey items that generate similar responses by respondents, the proximity of items in an instrument and similarity in the timing, medium or location in which measurement data are collected (Edwards, 2008).”
Statistical control in correlational studies: 10 essential recommendations for organizational researchers. (2016, methodology): “Moreover, when CVs are measured with error, the parameter estimates for other variables in the analysis can be biased either upward or downward, leading to unwarranted conclusions (see Edwards, 2008, for the mathematical issues involved).”
Control Variables in Leadership Research: A Qualitative and Quantitative Review (2017, methodology): “Previous work demonstrates that when control variables are measured with error, parameter estimates of substantive relationships can become upwardly or downwardly biased (Edwards, 2008).”
12 Structural Equation Modeling in Management Research: A Guide for Improved Analysis (2009, background): “First, the inclusion of control variables can meaningfully change the substantive meaning of the constructs of interest (Breaugh, 2006; Edwards, 2008).”
The Presence of Something or the Absence of Nothing: Increasing Theoretical Precision in Management Research (2010, background): “If a study is conducted well, then it has ‘‘worked,’’ regardless of whether the hypotheses examined by the study are corroborated or rejected (Edwards, 2008).”
Nonlinear Transformations in Organizational Research: Possible Problems and Potential Solutions (2018, methodology): “However, the quality of measurement of control variables, including their reliability, is as essential to a study’s analyses and results as are the metrics for other variables (Atinc, Simmering, & Kroll, 2012; Becker et al., 2016; Edwards, 2008b).”
Time and Job Satisfaction: A Longitudinal Study of the Differential Roles of Age and Tenure (2018, result): “Although our analyses could not conclusively determine causality (Edwards, 2008), our analyses may imply a causal model leading from time to pay to job satisfaction.”
A (Blurry) Vision of the Future: How Leader Rhetoric about Ultimate Goals Influences Performance (2014, methodology): “We conducted tests recommended by Edwards (2008). Results suggested that performance in 2009 did not predict image-based words in 2010 (the year we used in our analyses).”
Developing and Testing a Dynamic Model of Workplace Incivility Change (2017, background): “Pitariu and Ployhart (2010) suggest that, as a discipline, we tend to offer simple explanations for what are complex phenomena (also see Edwards, 2008).”