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Author:   Stephen E. Humphrey ,  James M. LeBreton
Publisher:   American Psychological Association
Imprint:   American Psychological Association
Weight:   1.715kg
ISBN:  

9781433830013

ISBN 10:   1433830019
Pages:   600
Publication Date:   27 November 2018
Audience:   Professional and scholarly ,  Professional & Vocational
Format:   Hardback
Publisher's Status:   Active
Availability:   In stock  
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Table of Contents

Introduction Part I: Multilevel Theory Chapter 1: On Finding Your Level Stanley M. Gully and Jean M. Phillips Chapter 2: Contextualizing Context in Organizational Research Cheri Ostroff Chapter 3: Ask Not What the Study of Context Can Do for You: Ask What You Can Do for the Study of Context Rustin D. Meyer, Katie England, Elnora D. Kelly, Andrew Helbling, MinShuou Li, and Donna Outten Chapter 4: The Only Constant Is Change: Expanding Theory by Incorporating Dynamic Properties Into One’s Models Matthew A. Cronin and Jeffrey B. Vancouver Chapter 5: The Means Are the End: Complexity Science in Organizational Research Juliet R. Aiken, Paul J. Hanges, and Tiancheng Chen Chapter 6: The Missing Levels of Microfoundations: A Call for Bottom-Up Theory and Methods Robert E. Ployhart and Jonathan Hendricks Chapter 7: Multilevel Emergence in Work Collectives John E. Mathieu and Margaret M. Luciano Chapter 8: Multilevel Thoughts on Social Networks Daniel J. Brass and Stephen P. Borgatti Chapter 9: Conceptual Foundations of Multilevel Social Networks Srikanth Paruchuri, Martin C. Goossen, and Corey Phelps Part II: Multilevel Measurement and Design Chapter 10: Introduction to Data Collection in Multilevel Research Le Zhou, Yifan Song, Valeria Alterman, Yihao Liu, and Mo Wang Chapter 11: Construct Validation in Multilevel Studies Andrew T. Jebb, Louis Tay, Vincent Ng, and Sang Woo Chapter 12: Multilevel Measurement: Agreement, Reliability, and Nonindependence Dina V. Krasikova and James M. LeBreton Chapter 13: Looking Within: An Examination, Combination, and Extension of Within-Person Methods Across Multiple Levels of Analysis Daniel J. Beal and Allison S. Gabriel Chapter 14: Power Analysis for Multilevel Research Charles A. Scherbaum and Erik Pesner Chapter 15: Explained Variance Measures for Multilevel Models David M. LaHuis, Caitlin E. Blackmore, and Kinsey B. Bryant-Lees Chapter 16: Missing Data in Multilevel Research Simon Grund, Oliver Lüdtke, and Alexander Robitzsch Part III: Multilevel Analysis Chapter 17: A Primer on Multilevel (Random Coefficient) Regression Modeling Levi K. Shiverdecker and James M. LeBreton Chapter 18: Dyadic Data Analysis Andrew P. Knight and Stephen E. Humphrey Chapter 19: A Primer on Multilevel Structural Modeling: User-Friendly Guidelines Robert J. Vandenberg and Hettie A. Richardson Chapter 20: Moderated Mediation in Multilevel Structural Equation Models: Decomposing Effects of Race on Math Achievement Within Versus Between High Schools in the United States Michael J. Zyphur, Zhen Zhang, Kristopher J. Preacher, and Laura J. Bird Chapter 21: Anything but Normal: The Challenges, Solutions, and Practical Considerations of Analyzing Nonnormal Multilevel Data Miles A. Zachary, Curt B. Moore, and Gary A. Ballinger Chapter 22: A Temporal Perspective on Emergence: Using Three-Level Mixed-Effects Models to Track Consensus Emergence in Groups Jonas W. B. Lang and Paul D. Bliese Chapter 23: Social Network Effects: Computational Modeling of Network Contagion and Climate Emergence Daniel A. Newman and Wei Wang Part IV. Reflections on Multilevel Research Chapter 24: Cross-Level Models Francis J. Yammarino and Janaki Gooty Chapter 25: Panel Interview: Reflections on Multilevel Theory, Measurement, and Analysis Michael E. Hoffman, David Chan, Gilad Chen, Fred Dansereau, Denise Rousseau, and Benjamin Schneider Index About the Editors

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Stephen E. Humphrey, PhD, is a professor of management and the Smeal College Executive Programs Fellow in the Smeal College of Business at Pennsylvania State University. His research focuses on social relations at work, with a primary focus on teamwork, the drivers of team success, and the development of relationships within teams. Much of his work unpacks the microdynamics of teams, approaching research questions using a multilevel, multiperiod, multitheoretical lens. Dr. Humphrey’s research has been published in various management and psychology outlets, including Academy of Management Journal, Journal of Applied Psychology, Journal of Personality, Personnel Psychology, and Organizational Behavior and Human Decision Processes. He also has authored numerous book chapters. Finally, Dr. Humphrey previously served as the associate editor at Organizational Psychology Review and currently serves on the editorial boards of Academy of Management Journal and Journal of Applied Psychology. James M. LeBreton, PhD, is a professor of psychology at Pennsylvania State University. His research focuses on the theory and measurement of implicit motives (e.g., motive to aggress, motive to achieve) and understanding how implicit motives are related to a range of work-related behaviors (e.g., counterproductive work behavior, leadership, team performance). Dr. LeBreton’s methodological work focuses on topics such as assessing interrater agreement and reliability, analyzing longitudinal and multilevel data, and assessing the relative importance of predictors in regression models. In addition to authoring a book on implicit personality and several book chapters, Dr. LeBreton has published articles in outlets such as Current Directions in Psychological Science, Journal of Applied Psychology, Journal of Management, Personnel Psychology, Perspectives on Psychological Science, Psychological Methods, and Psychological Science. In 2009, he was awarded the Early Career Award from the Academy of Management’s Research Methods Division and the Center for the Advancement of Research Methods and Analysis. In 2013, he was elected Fellow of the American Psychological Association and the Society for Industrial and Organizational Psychology. Dr. LeBreton has served on the Executive Committee for the Research Methods Division of the Academy of Management and the Scientific Affairs Committee for the Society for Industrial and Organizational Psychology. He currently serves on the editorial boards of Human Performance, Journal of Applied Psychology, and Journal of Management. From 2014 to 2017, Dr. LeBreton served as the editor-in-chief for Organizational Research Methods. In addition, he is a regular instructor and presenter for the Consortium for the Advancement of Research Methods and Analysis.

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