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A difference which makes a difference

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Abstract

Many management researchers use difference scores to report results of empirical studies. Yet difference scores create known problems of reliability, spurious correlations, and variance restriction. Reframing a research model can substantially reduce the problems of difference scores. This note empirically demonstrates what can happen when difference scores are used as dependent variables in research and demonstrates an alternative method of data analysis.

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Author information

Authors and Affiliations

  1. School of Business and Entrepreneurship, Nova Southeastern University, 3100 SW 9th Avenue, Fort Lauderdale, Florida, 33315, USA

    Joseph L. Balloun

  2. School of Business, The University of Texas of the Permian Basin, 4901 East University Blvd, Odessa, TX, 79762-0001, USA

    Gary Klein

Authors
  1. Joseph L. Balloun
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  2. Gary Klein
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Balloun, J.L., Klein, G. A difference which makes a difference. Quality & Quantity 31, 317–324 (1997). https://doi.org/10.1023/A:1004254515556

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  • DOI: https://doi.org/10.1023/A:1004254515556

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