A typology of three-way interaction models: Applications and suggestions for Asian management research
Perspectives
First Online:
- 374 Downloads
Abstract
We develop a typology of three-way interaction models in order to stimulate more Asia management studies using this approach. In this paper, we explain how to approach moderation based on three-way interactions, introduce three types of three-way interaction models, and provide the appropriate post-hoc statistical procedures accordingly. We also outline several future research examples to demonstrate how three-way interactions can be used in Asian management research.
Keywords
Three-way interaction Moderation Joint moderating effects Moderated moderating effects Moderated joint effectsReferences
- Abbas, M., Raja, U., Darr, W., & Bouckenooghe, D. 2014. Combined effects of perceived politics and psychological capital on job satisfaction, turnover intentions, and performance. Journal of Management, 40: 1813–1830.Google Scholar
- Aiken, L. S., West, S. G., & Reno, R. R. 1991. Multiple regression: Testing and interpreting interactions. Newbury Park: Sage.Google Scholar
- Baron, R. M., & Kenny, D. A. 1986. The moderator-mediator variable distinction in social psychological research: Conceptual, strategic, and statistical considerations. Journal of Personality and Social Psychology, 51: 1173–1182.Google Scholar
- Bauer, D. J., & Curran, P. J. 2005. Probing interactions in fixed and multilevel regression: Inferential and graphical techniques. Multivariate Behavioral Research, 40: 373–400.Google Scholar
- Brambor, T., Clark, W. R., & Golder, M. 2006. Understanding interaction models: Improving empirical analysis. Political Analysis, 14: 63–82.Google Scholar
- Chang, C. H., Rosen, C. C., & Levy, P. E. 2009. The relationship between perceptions of organizational politics and employee attitudes, strain, and behavior: A meta-analytic examination. Academy of Management Journal, 52: 779–801.Google Scholar
- Dawson, J. F., & Richter, A. W. 2006. Probing three-way interactions in moderated multiple regression: Development and application of a slope difference test. Journal of Applied Psychology, 91: 917–926.Google Scholar
- Demerouti, E., Bakker, A. B., Nachreiner, F., & Schaufeli, W. B. 2001. The job demands-resources model of burnout. Journal of Applied Psychology, 86: 499–512.Google Scholar
- Den Hartog, D. N., & Belschak, F. D. 2012. When does transformational leadership enhance employee proactive behavior? The role of autonomy and role breadth self-efficacy. Journal of Applied Psychology, 97: 194–202.Google Scholar
- Edwards, J. R., & Lambert, L. S. 2007. Methods for integrating moderation and mediation: A general analytical framework using moderated path analysis. Psychological Methods, 12: 1–22.Google Scholar
- Ennen, E., & Richter, A. 2010. The whole is more than the sum of its parts—Or is it? A review of the empirical literature on complementarities in organizations. Journal of Management, 36: 207–233.Google Scholar
- Ferris, G. R., Frink, D. D., Galang, M. C., Zhou, J., Kacmar, K. M., & Howard, J. L. 1996. Perceptions of organizational politics: Prediction, stress-related implications, and outcomes. Human Relations, 49: 233–266.Google Scholar
- Fisher, D. M. 2014. A multilevel cross-cultural examination of role overload and organizational commitment: Investigating the interactive effects of context. Journal of Applied Psychology, 99: 723–736.Google Scholar
- George, E., Chattopadhyay, P., & Zhang, L. L. 2012. Helping hand or competition? The moderating influence of perceived upward mobility on the relationship between blended workgroups and employee attitudes and behaviors. Organization Science, 23: 355–372.Google Scholar
- Hochwarter, W. A., Kacmar, C., Perrewe, P. L., & Johnson, D. 2003. Perceived organizational support as a mediator of the relationship between politics perceptions and work outcomes. Journal of Vocational Behavior, 63: 438–456.Google Scholar
- Hoetker, G. 2007. The use of logit and probit models in strategic management research: Critical issues. Strategic Management Journal, 28: 331–343.Google Scholar
- Ju, D., Qin, X., Xu, M., & DiRenzo, M. S. 2016. Boundary conditions of the emotional exhaustion-unsafe behavior link: The dark side of group norms and personal control. Asia Pacific Journal of Management, 33(1): 113–140.Google Scholar
- Ju, M., & Zhao, H. 2009. Behind organizational slack and firm performance in China: The moderating roles of ownership and competitive intensity. Asia Pacific Journal of Management, 26(4): 701–717.Google Scholar
- Karasek, R. A., Jr. 1979. Job demands, job decision latitude, and mental strain: Implications for job redesign. Administrative Science Quarterly, 24: 285–308.Google Scholar
- Kerr, S., & Jermier, J. M. 1978. Substitutes for leadership: Their meaning and measurement. Organizational Behavior and Human Performance, 22: 375–403.Google Scholar
- Lam, L. W., Liu, Y., & Loi, R. 2016. Looking intra-organizationally for identity cues: Whether perceived organizational support shapes employees’ organizational identification. Human Relations, 69: 345–367.Google Scholar
- Lam, L. W., Xu, J., & Loi, R. 2018. Is emotional engagement possible for emotionally demanding jobs? The role of leader-member exchange (LMX). Journal of Personnel Psychology, 17: 42–52.Google Scholar
- Leung, K. 2005. How generalizable are justice effects across cultures. In J. Greenberg, & J. A. Colquitt (Eds.). Handbook of organizational justice: 555–586. Mahwah: Lawrence Erlbaum.Google Scholar
- Leung, K., & Stephan, W. G. 2001. Social justice from a cultural perspective. In D. Matsumoto (Ed.). The handbook of culture and psychology: 375–410. New York: Oxford University Press.Google Scholar
- Li, J., Wu, L. Z., Liu, D., Kwan, H. K., & Liu, J. 2014. Insiders maintain voice: A psychological safety model of organizational politics. Asia Pacific Journal of Management, 31(3): 853–874.Google Scholar
- Li, S. L., He, W., Yam, K. C., & Long, L. R. 2015. When and why empowering leadership increases followers’ taking charge: A multilevel examination in China. Asia Pacific Journal of Management, 32(3): 645–670.Google Scholar
- Liden, R. C. 2012. Leadership research in Asia: A brief assessment and suggestions for the future. Asia Pacific Journal of Management, 29(2): 205–212.Google Scholar
- Meier, L. L., Semmer, N. K., Elfering, A., & Jacobshagen, N. 2008. The double meaning of control: Three-way interactions between internal resources, job control, and stressors at work. Journal of Occupational Health Psychology, 13: 244–258.Google Scholar
- Podsakoff, P. M., MacKenzie, S. B., & Bommer, W. H. 1996. Transformational leader behaviors and substitutes for leadership as determinants of employee satisfaction, commitment, trust, and organizational citizenship behaviors. Journal of Management, 22: 259–298.Google Scholar
- Preacher, K. J., & Hayes, A. F. 2008. Asymptotic and resampling strategies for assessing and comparing indirect effects in multiple mediator models. Behavior Research Methods, 40: 879–891.Google Scholar
- Preacher, K. J., Rucker, D. D., & Hayes, A. F. 2007. Addressing moderated mediation hypotheses: Theory, methods, and prescriptions. Multivariate Behavioral Research, 42: 185–227.Google Scholar
- Ralston, D. A., Giacalone, R. A., & Terpstra, R. H. 1994. Ethical perceptions of organizational politics: A comparative evaluation of American and Hong Kong managers. Journal of Business Ethics, 13: 989–999.Google Scholar
- Rosen, C. C., Ferris, D. L., Brown, D. J., Chen, Y., & Yan, M. 2014. Perceptions of organizational politics: A need satisfaction paradigm. Organization Science, 25: 1026–1055.Google Scholar
- Shalley, C. E., Gilson, L. L., & Blum, T. C. 2009. Interactive effects of growth need strength, work context, and job complexity on self-reported creative performance. Academy of Management Journal, 52: 489–505.Google Scholar
- Sun, S., & van Emmerik, H. I. 2015. Are proactive personalities always beneficial? Political skill as a moderator. Journal of Applied Psychology, 100: 966–975.Google Scholar
- Tata, J., Fu, P. P., & Wu, R. 2003. An examination of procedural justice principles in China and the US. Asia Pacific Journal of Management, 20(2): 205–216.Google Scholar
- Teece, D. J. 1986. Profiting from technological innovation: Implications for integration, collaboration, licensing and public policy. Research Policy, 15: 285–305.Google Scholar
- Vigoda, E. 2001. Reactions to organizational politics: A cross-cultural examination in Israel and Britain. Human Relations, 54: 1483–1518.Google Scholar
- Xu, A. J., Loi, R., & Lam, L. W. 2015. The bad boss takes it all: How abusive supervision and leader-member exchange interact to influence employee silence. Leadership Quarterly, 26: 763–774.Google Scholar
- Zhao, X., Lynch, J. G., Jr., & Chen, Q. 2010. Reconsidering Baron and Kenny: Myths and truths about mediation analysis. Journal of Consumer Research, 37: 197–206.Google Scholar
Copyright information
© Springer Science+Business Media, LLC, part of Springer Nature 2018