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Çalışanların Örgütsel Adalet Algılarının, Sosyal Kaytarma Davranışları Üzerindeki Etkisinde İzlenim Yönetimi Taktiklerinin Aracı Rolü
Abstract
Örgütsel adalet, bireylerde örgütle ilgili oluşan adalet duygusu ve bu duygudan kaynaklanan davranışları ifade etmektedir. Örgütsel adaletin işletmelerde bazı olumsuz sonuçlara neden olduğu bilinmektedir. Bu olumsuz sonuçlardan biri sosyal kaytarmadır. Sosyal kaytarma, grup çalışmalarında bireylerin çeşitli nedenlerle kendi potansiyellerinden ve bireysel olarak gösterebilecekleri performanstan daha düşük bir seviyeyi bilerek ortaya koymalarıdır. Çalışanlar bazen bilerek, bazen de bilmeden verdikleri izlenimi yönetmeye yönelik aksiyonları ve bununla ilgili taktikler ile kaytarma davranışlarını gizleyebilmektedirler. Bu çalışmada, bireylerin örgütsel adalet algılarının sosyal kaytarma davranışlarına ne derecede etkide bulunduğu ve bu etkide çalışanların diğer üyeleri üzerinde yarattıkları izlenimi yönetmek için kullandıkları izlenim yönetimi taktiklerinin aracı rolünün olup olmadığının araştırılması amacı ile yapılmıştır. Araştırma, İstanbul’da çalışan beyaz yakalı 226 kişiden kolayda örnekleme yoluyla elde edilen verilerle test edilmiştir. Araştırmada, örgütsel adalet algısı ile sosyal kaytarma arasında anlamlı ve negatif, izlenim yönetimi ile sosyal kaytarma arasında pozitif anlamlı ilişkiler tespit edilmiştir. Örgütsel adalet algısının sosyal kaytarma üzerinde negatif etkisi olduğu, örgütsel adaletin izlenim yönetimi taktikleri üzerinde anlamlı bir etkisinin olmadığı bulgusuna ulaşılmıştır. Son olarak izlenim yönetiminin cinsiyete göre, sosyal kaytarmanın yaşa ve eğitim durumuna göre anlamlı bir şekilde farklılaştığı sonucuna ulaşılmıştır.
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Although there has been an increasing body of work on social loafing for over ten years, there are still gaps in our understanding that require further investigation. There is currently a lack of research on organizational justice and the sense of duty towards social loafing. This study examines how organizational fairness (procedural, distributive, interactional) affects social loafing to address a gap in the existing literature. According to social exchange theory, the study predicted that perceived obligation would act as a mediator in the relationship between organizational justice and social loafing. Information was collected from 272 private sector employees in Malaysia. The measurements were analyzed using partial least squares structural equation modeling. With the exception of distributive justice, most direct links have a considerable influence on social loafing, as indicated by the data. Statistical findings confirmed the mediating role of perceived obligation between procedural fairness, distributive justice, and social loafing. The findings did not show that felt obligation plays a mediating role in the link between interactional justice and social loafing behavior. The study advanced knowledge by establishing new connections between organizational fairness, felt obligation, and social loafing behavior. Distinct measures of employees' perceptions of organizational justice offer a more comprehensive understanding of the connection between negative outcomes and their views of the organization. Additionally, the reciprocation process explains the link between organizational justice and social loafing. This research demonstrates that organizational fairness is a crucial component in predicting social loafing behavior, which would be advantageous for employers and human resource experts. Improvements can be made by establishing equitable and uniform workplace standards, encouraging employee input and involvement in decision-making, and demonstrating decency and respect for subordinates to prevent counterproductive actions like social loafing.
This study focuses on the effect of Organizational Justice on Employee Performance and Work Engagement. Respondents were 50 (87.72%) employees of PT. Telekomunikasi Indonesia, Tbk Witel Sidoarjo Jatim. The data obtained were then analysed using SEM-PLS. Based on the analysis, the three organizational justices: Distributive Justice (X1), Procedural Justice (X2) and Interactional Justice (X3) have significant effects on Work Engagement (Z). However, only Distributive Justice (X1) and Interactional Justice (X3) have significant effects on Employee Performance (Y), while Procedural Justice (X2) has no significant effect on Employee Performance (Y). Moreover, Work Engagement (Z) has a significant effect towards Employee Performance (Y). The study suggests that implementing organizational justice may serve as an approach to boost employee engagement and performance. For the managerial team, this study may become consideration to implement policy that aims to increase organizational performance.
The phenomenon of social loafing can be described as a “social disease” due to its negative effects on individuals, social institutions, and organizations in society. This study aimed to examine the validity and reliability of the Turkish version of the Perceived Social Loafing Questionnaire (PSLQ) in the context of young and adult athletes. The participants of the study are composed of young and adult athletes from team sports (football, basketball, volleyball, handball, rugby, and swimming), who were recruited through convenience sampling. The adult participants consisted of 201 athletes (73 female and 128 male; M = 21.59 years, SD = 3.84), whereas the young participants consisted of 226 athletes (107 female and 119 male; M = 14.43 years, SD = 1.31). The Confirmatory Factor Analysis (CFA) was applied to test the construct validity of the measure, the composite reliability (CR) and average variance extracted (AVE) were calculated to assess the convergence validity, and the correlations with other theoretically-related measures were calculated. Reliability tests included internal consistency coefficient (coefficient alpha), CR, and item-total correlations. The CFA results indicated that the model fits the data well in both participants. Construct validity was also evidenced through
correlations with other theoretically-related variables (collective efficacy and perceived social loafing; team cohesion and perceived social loafing) with relationships being negative and significant. Satisfactory convergent validity was achieved through AVE and CR, with values exceeding the acceptable levels of convergence. The reliability coefficients of the measure were suitable for both participants (Cronbach’s alpha adult = 0.79; Cronbach’s alpha young = 0.77). This study demonstrates that the Turkish version of the PSLQ, which is used to measure the perception of social loafing in teams, has adequate evidence of reliability and validity to support its use in studies with young and adult athletes.
Keywords: Perceived Social Loafing Questionnaire, social loafing, perception, athletes, motivation
Partial least squares structural equation modeling (PLS-SEM) has become a standard approach for analyzing complex inter-relationships between observed and latent variables. Researchers appreciate the many advantages of PLS-SEM such as the possibility to estimate very complex models and the method’s flexibility in terms of data requirements and measurement specification.
This practical open access guide provides a step-by-step treatment of the major choices in analyzing PLS path models using R, a free software environment for statistical computing, which runs on Windows, macOS, and UNIX computer platforms. Adopting the R software’s SEMinR package, which brings a friendly syntax to creating and estimating structural equation models, each chapter offers a concise overview of relevant topics and metrics, followed by an in-depth description of a case study. Simple instructions give readers the “how-tos” of using SEMinR to obtain solutions and document their results. Rules of thumb in every chapter provide guidance on best practices in the application and interpretation of PLS-SEM.
Sosyal kaytarma, bireyin tek başına ortaya koyduğu performansı grup halinde çalışırken göstermeme eğilimidir. Algılanan sosyal kaytarma ise bir çalışanın diğer çalışma arkadaşlarının sosyal kaytarma yapıp yapmadığına yönelik algısıdır. Çalışmada algılanan sosyal kaytarma ile örgütsel adalet algısı arasındaki ilişki ve bu ilişkide politik davranışın düzenleyici rolü incelenmiştir. Değişkenler arasındaki ilişkiyi test etmek amacıyla, büyük ölçekli bir kamu kurumunda çalışan 231 kişiden kolayda örneklem yöntemiyle veri toplanmıştır. Araştırmanın bulgularına göre sosyal kaytarma algısı örgütsel adaletin bir öncelidir ve politik davranış sosyal kaytarma ile örgütsel adalet algısı arasındaki ilişkide düzenleyicilik etkisine sahiptir. Abstract Social loafing is propensity for individuals to strive less energy when employing in groups rather than individually. Perceived social loafing is an employees' perception of whether or not his or her co-worker making less energy when employing in a group. In this study, the relationship between the perception of social loafing and organizational justice and the moderating role of political behavior were examined. To test the relationship among the factors, data were gathered from 231 people working in a large-scale public institution by the convenience sampling method. According to results, the perception of social loafing is an antecedent of the organizational justice and, political behavior has a moderate effect on the relationship between perceived social loafing and organizational justice.
The field of organizational justice continues to be marked by several important research questions, including the size of relationships among justice dimensions, the relative importance of different justice criteria, and the unique effects of justice dimensions on key outcomes. To address such questions, the authors conducted a meta-analytic review of 183 justice studies. The results suggest that although different justice dimensions are moderately to highly related, they contribute incremental variance explained in fairness perceptions. The results also illustrate the overall and unique relationships among distributive, procedural, interpersonal, and informational justice and several organizational outcomes (e.g., job satisfaction, organizational commitment, evaluation of authority, organizational citizenship behavior, withdrawal, performance). These findings are reviewed in terms of their implications for future research on organizational justice.
This study aims to investigate the effects of impression management tactics on social loafing behavior.
Hypotheses of the study were tested with a sample of 218 hospital employees in Istanbul, Turkey. As a
result of the study, it was found that impression management tactics have positive effects on social loafing
behavior. Based on the findings, some practices such as effective performance evaluation or rewarding
systems might be useful for deterring employees from social loafing behaviors that effected by impression
management tactics.
Bu çalışma Bolino ve Turnley (1999) tarafından geliştirilen İzlenim Yönetimi Ölçeği’nin
(Impression Management Scale-IMS), Türkçe’ye uyarlanması ve geçerlik değerleri ile ilgili
bulguları içermektedir. Çalışma, iki farklı örneklemden (N = 104, N = 518) alınan verilerle
yürütülmüştür. Analizler sonucunda, ölçeğin orijinal faktör yapılanmasından çok da farklı
olmayan bir faktör yapısıgösterdiği bulunmuştur. Ortaya çıkan 5 faktör, "Kendine acındırmaya
çalışma", "Niteliklerini tanıtarak kendini sevdirmeye çalışlma", Kendini örnek bir personel gibi
göstermeye çalışlma", "Kendi önemini zorla fark ettirmeye çalışma" ve işine sahip çıkmaya
çalışma" olarak isimlendirilmiştir. Geçerliğe yönelik olarak yapılan analizlerde ise, ölçeğin ayırıcı
geçerliğinin, kriter değişkenleriyle (başkalar› üzerinde bırakmak istediği izlenimden duyduğu
memnuniyet, kişinin mesleki hedeflerine ulaşma düzeyi, kendilik algısı) korelasyonlarının, tatmin
edici seviyede olduğu belirlenmiştir. Cronbach alpha güvenirlik değerlerinin, ölçeğin tamamı için
(standardize edilmiş maddeler üzerinden) .82; faktör alt ölçekleri için de .57 (Madde sayısı = 2)
ile .74 (Madde say›s› = 5) arasında değiştiği tespit edilmiştir. Sonuçlar, İzlenim Yönetimi
Ölçeği’nin Türkçe’ye uyarlamasının, Türkiye’deki çalışma yaşamındaki izlenim yönetimi
davranışlarının ölçülmesinde geçerli ve güvenilir olarak kullanılabilecek bir ölçek olduğunu
göstermiştir.
Organizational justice consists of three dimensions, namely, distributive, procedural and interactional justice. Organizational justice affects not only organizational performance, but to a large extent, also determines the economic wellbeing of an employee. Thus, organizational justice has a great impact on organizations, especially with regards to harmonizing the relationship between employer and employees. Treating employees unfairly can create negative attitude (e.g., refusal to follow instructions, sub-standard work performance, intentionally violating company rules and regulations, etc.) among employees towards management. Hence, several studies have been undertaken by past researchers to understand the issue of fairness in the workplace. Based on past studies, this paper aims to discuss the conceptualization of organizational justice.
Over the past 30 years, researchers have devoted significant attention to understanding impression management in organizations. In this article, we review key questions that have been addressed in this area regarding definitions of impression management; types of impression management; impression management motivation; the effectiveness of ingratiation, self-promotion, and other tactics of impression management; personal factors associated with successful impression management; gender and impression management ; cross-cultural implications of impression management; and the measurement of impression management. In doing so, we identify major themes and findings and highlight critical issues and unanswered questions. After reviewing these topics, we also discuss some practical implications for individuals and organizations. Finally, we conclude by outlining some broader avenues for inquiry that would help move this literature forward.
This paper aims to present the guidelines given in the literature as to the appropriate sample size for the various statistical techniques (Factor Analysis, Regression Analysis, Conjoint Analysis, Canonical Correlation, Cluster Analysis and Structural Equation Modeling). Sample size estimation depends on the nature of research and statistical technique to be employed in research. Most of the statistical techniques are sample size sensitive. (a) The chi-square is sensitive to sample size; its significance becoming less reliable with sample sizes above 200 or less than 100 respondents. In large samples, differences of small size may be found to be significant, whereas in small samples even sizable differences may test as non-significant. (b) For factor analysis appropriate sample sizes depend upon the numbers of items available for factor analysis; for 10 items a sample size of 200 is required; for 25 250; for 90 items 400 and for 500 items a sample size of 1000 deemed necessary. (c) For multiple regression analyses the desired level is between 15 to 20 observations for each predictor variable. (d) Sample size for conjoint studies generally ranges from about 150 to 1,200 respondents; for non-comparative group a sample size of 300 respondents seems reasonable while for comparative groups 200 respondents for each group are required. (e) For SEM at least 15 cases per measured variable or indicator are needed (f) There is no rule of thumb for minimum sample size for Cluster Analysis. INTRODUCTION development of an index of fit for which the sampling
We proposed that the social exchange relationships individuals form in the workplace would mediate the relation between perceptions of interactional and distributive justice and social loafing. Specifically, we argued that both leader-member exchanges (LMX) and team-member exchanges (TMX) would mediate the relation between interactional justice and social loafing, and that LMX would mediate the relation between distributive justice and social loafing. In a field study, 124 manufacturing employees responded to questionnaires and their immediate supervisors were interviewed. The results indicated significant relationships between interactional justice and LMX, and between interactional justice and TMX. LMX, but not TMX, was negatively related to social loafing. Distributive justice was not significantly related to LMX. Thus no support was found for LMX as a mediator of the relationship between distributive justice and social loafing.
Students rated a poem and an editorial believing that they alone were responsible, that they were one of four persons responsible, or that they were one of sixteen persons responsible for evaluating the communications. As predicted, group mem bers reported putting less effort into the assessment than indi viduals, and this diffusion of effort followed an inverse power function. In addition, individuals evaluated the communications more favorably than persons who thought they shared the evalu ation responsibility.
The influence of defensive impression management and perceived loafing on group effectiveness was investigatedfor 49 groups of 204 undergraduate business students working for 3 months on a team interdependent task The interaction between perceived loafing and defensive impression management was also tested. Results demonstrated that both independent variables were negatively correlated with satisfaction with group members and group performance. In addition, the perceived loafing by defensive impression management interaction explained significant incremental variance in satisfaction with group members and group performance as predicted. Groups with high levels of perceived loafing had a negative relationship between defensive impression management and group effectiveness, whereas groups with low levels ofperceived loafing had a positive relationship. Implications for managers andfuture research issues are discussed.
Investigated the prediction that on difficult tasks (on which high levels of drive result in poor performance) working collectively would result in improved performance. A direct comparison of the methodologies of the social facilitation and social loafing paradigms was used. 48 undergraduate students were involved in the manipulation of 3 group conditions (alone, co-worker, and collective). The tasks involved 2 difficulty levels of computer mazes. Results indicate that Ss tended to perform better individually on simple tasks but better collectively on difficult tasks. Implications for integrating findings in social loafing and social facilitation are discussed. (24 ref) (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Social loafing was investigated by testing a multilevel model among 23 intact work groups com-prised of 168 employees representing two organizations. Results demonstrated that as hypoth-esized at the individual level, increases in task interdependence and decreases in task visibility and distributive justice were associated with greater occurrence of social loafing. At the group level, increased group size and decreased cohesiveness were related to increased levels of so-cial loafing. Of particular interest was the finding that group member perceptions of perceived coworker loafing was associated with reduced social loafing, opposite of our predictions. We suggested that this unexpected finding may provide evidence of a social compensation effect. © 2003 Elsevier Inc. All rights reserved. Extensive research has focused on the productivity levels of individuals in workplace settings. Coinciding with the increased prevalence of individuals working in groups (Cohen & Bailey, 1997), more research attention has been devoted to group productivity and group productivity loss (Ilgen, 1999). A widely accepted explanation for productivity losses has been the social loafing phenomenon (George, 1992). Social loafing is based on the de-individuation that can occur when people work in groups as opposed to working alone.
Orgutsel adalet ile ilgili calismalarda adaletin bireyler icin degerli oldugu varsayimindan hareket edilmektedir, adaletin bireyler icin ne kadar degerli oldugu ise sorgulanmamaktadir. Bu calismanin amaci, yazinda yeterince uzerinde durulmamis olan, degerler ile orgutsel adalet algisinin farkli boyutlari arasindaki iliskileri sorgulamak ve ozellikle adalete atfedilen goreli degerin, adalet algilarini farklilastirip farklilastirmadigini incelemektir. Arastirma sonuclari islemsel adalet algisi boyutu icin bu farklilasmayi dogrulamamakla birlikte, dagitim adaleti ve etkilesim adaleti algilarinin, adalete atfedilen goreli degere gore farklilastigini gostermektedir. Adalete atfettikleri goreli deger yukseldikce kisilerin adalet algilari olumsuzlasmaktadir. Bu iliskiyle ilgili daha cok sayida arastirmaya gereksinim olmakla birlikte, bu sonuca dayanarak, bundan sonra yapilacak adalet algilarina iliskin calismalarda, adalete atfedilen goreli degerin dikkate alinmasi, ozellikle adalet algilarinin sonuclarinin incelendigi calismalarda adalete atfedilen degerin moderator olarak etkisinin sorgulanmasi yararli olabilecektir.
As reported in summary form by W. Moede (1927), an unpublished study found that in a rope-pulling task, while collective group performance increased somewhat with group size, it was less than the sum of the individual efforts (IE). IE decreased as group size increased. The present 2 experiments with 84 undergraduates investigated this effect using clapping and shouting tasks. Results replicate the earlier findings. The decrease in IE, which is here called social loafing, is in addition to losses due to faulty coordination of group efforts. The experimental generality, theoretical importance, widespread occurrence, and negative social consequences of social loafing are examined, along with ways of minimizing it. (26 ref) (PsycINFO Database Record (c) 2012 APA, all rights reserved)
This study examined the relationship between of organizational justice encompassed by three components:(distributive justice, procedural justice and interactional justice) and job satisfaction, and employees’ perceptionsof workplace justice. The study investigated the relationship of these justice measures in the Jordanianenvironment. The data was collected through the distribution of questionnaires among 229 employees of numberElectrical Industrial Companies selected through a stratified random sampling.The study findings show that only one significant relationship exists between the age of respondents and theirperceptions of organizational justice. The findings also suggested that this was positive associationorganizational justice and job satisfaction. Employee job satisfaction depends upon the organizational justice ofmanagers. Nevertheless, in measuring the three dimensions of organizational justice, the current study usedsurvey items that asked employees to respond to items that asked whether something is generally fair.Finally, although this study was conducted in Jordan, it is anticipated that the findings may have relevance on abroader scale. By replicating this study in different countries and contexts the results could be very helpful fordeveloping a new model of organizational justice with new implementation techniques that can be implementedeasily and successfully.
The field of organizational justice continues to be marked by several important research questions, including the size of relationships among justice dimensions, the relative importance of different justice criteria, and the unique effects of justice dimensions on key outcomes. To address such questions, the authors conducted a meta-analytic review of 183 justice studies. The results suggest that although different justice dimensions are moderately to highly related, they contribute incremental variance explained in fairness perceptions. The results also illustrate the overall and unique relationships among distributive, procedural, interpersonal, and informational justice and several organizational outcomes (e.g., job satisfaction, organizational commitment, evaluation of authority, organizational citizenship behavior, withdrawal, performance). These findings are reviewed in terms of their implications for future research on organizational justice.
Interest in the problem of method biases has a long history in the behavioral sciences. Despite this, a comprehensive summary of the potential sources of method biases and how to control for them does not exist. Therefore, the purpose of this article is to examine the extent to which method biases influence behavioral research results, identify potential sources of method biases, discuss the cognitive processes through which method biases influence responses to measures, evaluate the many different procedural and statistical techniques that can be used to control method biases, and provide recommendations for how to select appropriate procedural and statistical remedies for different types of research settings.
Mediation of X’s effect on Y through a mediator M is moderated if the indirect effect of X depends on a fourth variable. Hayes [(2015). An index and test of linear moderated mediation. Multivariate Behavioral Research, 50, 1–22. doi:10.1080/00273171.2014.962683] introduced an approach to testing a moderated mediation hypothesis based on an index of moderated mediation. Here, I extend this approach to models with more than one moderator. I describe how to test if X’s indirect effect on Y is moderated by one variable when a second moderator is held constant (partial moderated mediation), conditioned on (conditional moderated mediation), or dependent on a second moderator (moderated moderated mediation). Examples are provided, as is a discussion of the visualization of indirect effects and an illustration of implementation in the PROCESS macro for SPSS and SAS.
The article focuses on social loafing in work-groups from the perspective that it can be an adaptive attempt to conserve individual resources, reduce employees' stress, and increase future group or individual performance. The differences between procrastination and social loafing, assumptions in the Conservation of Resources theory, the idea of typical versus maximum performance, and workload and social compensation are discussed. The author suggests ideas for future research and reminds managers that the elimination of social loafing does not necessarily increase productivity.
The statistical tests used in the analysis of structural equation models with unobservable variables and measurement error are examined. A drawback of the commonly applied chi square test, in addition to the known problems related to sample size and power, is that it may indicate an increasing correspondence between the hypothesized model and the observed data as both the measurement properties and the relationship between constructs decline. Further, and contrary to common assertion, the risk of making a Type II error can be substantial even when the sample size is large. Moreover, the present testing methods are unable to assess a model's explanatory power. To overcome these problems, the authors develop and apply a testing system based on measures of shared variance within the structural model, measurement model, and overall model.
Although impression management scholars have identified a number of tactics for influencing supervisor evaluations, most of those tactics represent supervisor-targeted behaviors. The present study examines the degree to which employees form supportive relationships with peers for impression management purposes. In so doing, we explore this intriguing question: will employees gain more from forming supportive relationships with “stars” (i.e., top performers who are “on the fast track” in the organization) or “projects” (i.e., “works in progress” who need help and refinement to perform well)? We examined this question in two field studies. Study 1 included four sources and two time periods; Study 2 included two sources and three time periods. The results showed that supportive relationships with both stars and projects seemed to represent impression management opportunities, insofar as they predicted supervisor positive affect and perceptions of employee promotability. Impression management motives only predicted supportive relationships with stars, however, not projects. Relationships with projects were driven by prosocial motives, not concerns about managing images. We discuss the practical and theoretical implications of our results for the managing of impressions and peer relationships.This article is protected by copyright. All rights reserved.
The current research aims at broadening the motivational explanations for the third-person perception (TPP) by documenting the role of impression management motives in this perception. In two experiments that were devised to explore this possibility, participants were asked to report in public or in private on their perceptions of how various advertisements affected them and others. In addition, their level of self-monitoring was measured, and they were divided into two categories—high and low. In line with the hypotheses, participants showed a larger TPP in public than in private. Moreover, while the public nature of the situation did not affect low self-monitors, high self-monitors reported a large TPP in public but no TPP at all in private. The article concludes with a discussion of the implications of the current findings for research on the causes and consequences of the TPP.
Five studies were conducted to develop a measure of employee impression management behaviors based on the taxonomy proposed by Jones and Pittman. In Study 1, 44 items were given to student judges to verify the content validity of the items. In Study 2, the scale was administered to a sample of professionals and exploratory factor analysis was conducted. Based on the results, revisions to the scale were made. In Study 3, the revised scale was administered to a group of managers and exploratory factor analysis was again performed. In Study 4, the final version of the scale was administered to another sample of professionals and confirmatory factor analysis was performed. Finally, in Study 5, the convergent and discriminant validity of the scale was assessed using a sample of management students. The results support the taxonomy presented by Jones and Pittman. Suggestions for future research using the new measure are discussed.
The relationship of organizational justice perceptions of hotel employees in North Cyprus with various work-related variables was investigated. A total of 208 employees and their managers filled out questionnaires. It was found that distributive justice tended to be a stronger predictor of all of the study variables compared to procedural justice. Findings suggest that the fairness of personal outcomes that employees receive may have more impact on turnover intentions, job satisfaction and organizational citizenship behavior (OCB) than the perceived fairness of a firm's procedures. It was also found that even though improved job satisfaction seems to be related to OCB, organizational justice seems to be the key factor that has a strong effect on both OCB and job satisfaction.
Despite recurring concerns about common method variance (CMV) in survey research, the information systems (IS) community remains largely uncertain of the extent of such potential biases. To address this uncertainty, this paper attempts to systematically examine the impact of CMV on the inferences drawn from survey research in the IS area. First, we describe the available approaches for assessing CMV and conduct an empirical study to compare them. From an actual survey involving 227 respondents, we find that although CMV is present in the research areas examined, such biases are not substantial. The results also suggest that few differences exist between the relatively new marker-variable technique and other well-established conventional tools in terms of their ability to detect CMV. Accordingly, the marker-variable technique was employed to infer the effect of CMV on correlations from previously published studies. Our findings, based on the reanalysis of 216 correlations, suggest that the inflated correlation caused by CMV may be expected to be on the order of 0.10 or less, and most of the originally significant correlations remain significant even after controlling for CMV. Finally, by extending the marker-variable technique, we examined the effect of CMV on structural relationships in past literature. Our reanalysis reveals that contrary to the concerns of some skeptics, CMV-adjusted structural relationships not only remain largely significant but also are not statistically differentiable from uncorrected estimates. In summary, this comprehensive and systematic analysis offers initial evidence that (1) the marker-variable technique can serve as a convenient, yet effective, tool for accounting for CMV, and (2) common method biases in the IS domain are not as serious as those found in other disciplines.
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