Jeewon Cho

Avoiding the “Fallacy of the Wrong Level” A Within and between Analysis (WABA) Approach

This article illustrates that any bivariate or multiple regression provides inadequate information about the levels of analysis in a data set collected in an organizational setting. As a result, individual-level effects may be incorrectly attributed to the group level, and group-level effects may be incorrectly viewed as being solely individual-level effects. Both of these situations are examples of the “fallacy of the wrong level.” Within and between analysis (WABA) allows levels of analysis to be tested in data. These WABA tests are useful in numerous analytical approaches, including structural equation modeling, hierarchical linear modeling, and various approaches to aggregation. This article provides a decision tree for use in performing tests for multiple alternative levels of analysis in a data set collected in organizations.

Social Influence and Interpersonal Power in Organizations: Roles of Performance and Political Skill in Two Studies

This two-study investigation framed performance as one potential form of influence that interacts with political skill to affect power assessments. It was hypothesized that favorable performance is more likely to be leveraged into higher levels of interpersonal power when individuals possess high levels of political skill but not for individuals low in political skill. Study 1 (N = 97) demonstrated that individuals with positive performance were more likely to possess higher levels of interpersonal power if they were high in political skill. Furthermore, higher levels of performance were not related to power for individuals low in political skill. Thus, these results from Study 1 established support for the hypothesis. Study 2 (N = 384), using a multisource design, constructively replicated these findings. Contributions to theory and research, strengths and limitations, directions for future research, and practical implications are discussed.

Is the Full-Range Model of Leadership Really a Full-Range Model of Effective Leader Behavior?:

A field study was conducted to compare the three meta-categories assessed in the Managerial Practices Survey (MPS) with the “full-range” taxonomy assessed in the Multifactor Leadership Questionnaire (MLQ). Dyadic and group-level analyses found that subordinate job attitudes and boss-rated managerial effectiveness were predicted better by the MPS meta-categories than by the MLQ meta-categories. Results also suggested that at least one of the three meta-categories from the MPS was more important in predicting each effectiveness outcome than any of the meta-categories from the MLQ. Implications germane to leadership theory and research are further discussed.

Organizational identification and perceived organizational support as mediators of the procedural justice–citizenship behaviour relationship: A cross-cultural constructive replication

This study examined the psychological processes that might underlie the relationship between procedural justice and organizational citizenship behaviour using an integrative approach. In doing so, we focused on the mediating effects of perceived organizational support and organizational identification in the relationship simultaneously. Framed as an integrated test of social exchange and social identity predictions, the hypotheses were tested using two cross-cultural samples (i.e., South Korea and the United States) as well as different operationalizations of the constructs of interest, which meets the criterion of a constructive replication (Lykken, 1968) by two samples (N = 130, 135). Interestingly, the results showed convergence in support of the mediating role of organizational identification, but not perceived organizational support, when the two mediators were included in the model concurrently. These findings indicate that social identity may be the dominant psychological mechanism underlying the relationship between procedural justice and organizational citizenship behaviour in workplaces.

The Dynamics of Pre- and Post-purchase Service and Consumer Evaluation of Online Retailers: A Comparative Analysis of Dissonance and Disconfirmation Models†

This article explores the theoretical underpinnings of the dissonance framework in online consumer satisfaction formation process. Specifically, we suggest that any discrepancy between pre- and post-purchase service performance would help determine consumers’ evaluations of online vendors. Drawing upon cognitive dissonance theory, a conceptual model is developed and tested in two different studies (preliminary and main studies). Using data from 191 college students collected longitudinally, the preliminary study demonstrates the validity and reliability of the measurements. Using a comparative analysis, the main study then tests our conceptual model as well as various competing models, including the expectation–confirmation model, with a sample of 292 online consumers. The results in both studies support our main prediction that the service encountered in different stages establishes dissonance. Specifically, we find that dissonance explains online consumers’ satisfaction process to a substantial extent, as compared with disconfirmation under the same conditions in online retailers. This study contributes to providing an alternative yet substantial approach for expectation–confirmation theory, reflecting the overarching nature of online shopping