Hierarchical Latent Variable Models in PLS-SEM: Guidelines for Using Reflective-Formative Type Models

被引:1420
作者
Becker, Jan-Michael [1 ]
Klein, Kristina
Wetzels, Martin [2 ]
机构
[1] Univ Cologne, Cologne, Germany
[2] Maastricht Univ, Sch Business & Econ, Dept Mkt & Supply Chain Management, Maastricht, Netherlands
关键词
STRATEGIC MANAGEMENT RESEARCH; MULTIDIMENSIONAL CONSTRUCTS; COMPETITIVE ADVANTAGE; BRAND-EQUITY; REPUTATION; PERFORMANCE; JOB; RECOMMENDATIONS; DIMENSIONS; RESOURCES;
D O I
10.1016/j.lrp.2012.10.001
中图分类号
F [经济];
学科分类号
02 ;
摘要
Partial least squares structural equation modeling (PLS-SEM), or partial least squares path modeling (PLS) has enjoyed increasing popularity in recent years. In this context, the use of hierarchical latent variable models has allowed researchers to extend the application of PLS-SEM to more advanced and complex models. However, the attention has been mainly focused on hierarchical latent variable models with reflective relationships. In this manuscript, we focus on second-order hierarchical latent variable models that include formative relationships. First, we discuss a typology of (second-order) hierarchical latent variable models. Subsequently, we provide an overview of different approaches that can be used to estimate the parameters in these models: (1) the repeated indicator approach, (2) the two-stage approach, and (3) the hybrid approach. Next, we compare the approaches using a simulation study and an empirical application in a strategic human resource management context. The findings from the simulation and the empirical application serve as a basis for recommendations and guidelines regarding the use and estimation of reflective-formative type hierarchical latent variable models in PLS-SEM. (C) 2012 Elsevier Ltd. All rights reserved.
引用
收藏
页码:359 / 394
页数:36
相关论文
共 76 条
[1]   Dimensions of brand personality [J].
Aaker, JL .
JOURNAL OF MARKETING RESEARCH, 1997, 34 (03) :347-356
[2]   Time flies when you're having fun: Cognitive absorption and beliefs about information technology usage [J].
Agarwal, R ;
Karahanna, E .
MIS QUARTERLY, 2000, 24 (04) :665-694
[3]   Are you attracted? Do you intend to pursue? A recruiting policy-capturing study [J].
Aiman-Smith, L ;
Bauer, TN ;
Cable, DM .
JOURNAL OF BUSINESS AND PSYCHOLOGY, 2001, 16 (02) :219-237
[4]  
Ambler T., 1996, J BRAND MANAG, V4, P185, DOI DOI 10.1057/BM.1996.42
[5]  
[Anonymous], 1982, SYSTEMS INDIRECT OBS
[6]  
Backhaus K., 2004, CAREER DEV INT, V9, P501, DOI [10.1108/13620430410550754, DOI 10.1108/13620430410550754]
[7]   FIRM RESOURCES AND SUSTAINED COMPETITIVE ADVANTAGE [J].
BARNEY, J .
JOURNAL OF MANAGEMENT, 1991, 17 (01) :99-120
[8]  
Belt J.A., 1982, J MANAGE, V8, P105, DOI DOI 10.1177/014920638200800107
[9]   FITTING JOB-PERFORMANCE INTO TURNOVER MODEL - AN EXAMINATION OF THE FORM OF THE JOB PERFORMANCE-TURNOVER RELATIONSHIP AND A PATH MODEL [J].
BIRNBAUM, D ;
SOMERS, MJ .
JOURNAL OF MANAGEMENT, 1993, 19 (01) :1-11
[10]   STRATEGIC RESOURCES - TRAITS, CONFIGURATIONS AND PATHS TO SUSTAINABLE COMPETITIVE ADVANTAGE [J].
BLACK, JA ;
BOAL, KB .
STRATEGIC MANAGEMENT JOURNAL, 1994, 15 :131-148