TY - JOUR
T1 - Construct Mixology
T2 - Forming New Management Constructs by Combining Old Ones
AU - Newman, Daniel A.
AU - Harrison, David A.
AU - Carpenter, Nichelle C.
AU - Rariden, Shannon M.
N1 - Publisher Copyright:
© 2016 Academy of Management.
PY - 2016/1/1
Y1 - 2016/1/1
N2 - Abstract: We review the practice of building new psychological constructs by combining older constructs (a process we refer to as construct mixology), with a focus on the impact, methodology, and substantive knowledge implications of this practice. Our review suggests that some of the most influential micro-level constructs in the field of management are either new compound constructs or old constituent constructs that have been used in some form of mixology. Furthermore, we review a range of methodological approaches that researchers have employed when conducting construct mixology over the last 30 years. These strategies range from disavowing the role of the constituent constructs to explicitly acknowledging and modeling the relationships between constituent constructs and their corresponding (superordinate) compound constructs. The scientific consequences of these approaches include both unrecognized redundancy (reinventing the wheel, or confirming classic findings without realizing it) and heightened explanatory power (resulting from using broad compound constructs). To illustrate the variation of methods and implications, we review several exemplars of compound constructs that have enjoyed popularity in OB/HR, including work engagement, emotional intelligence, organizational commitment, and core self-evaluations. We also highlight seven cardinal construct domains that are often sampled during construct mixology. Prescriptions for future construct mixology efforts are provided.
AB - Abstract: We review the practice of building new psychological constructs by combining older constructs (a process we refer to as construct mixology), with a focus on the impact, methodology, and substantive knowledge implications of this practice. Our review suggests that some of the most influential micro-level constructs in the field of management are either new compound constructs or old constituent constructs that have been used in some form of mixology. Furthermore, we review a range of methodological approaches that researchers have employed when conducting construct mixology over the last 30 years. These strategies range from disavowing the role of the constituent constructs to explicitly acknowledging and modeling the relationships between constituent constructs and their corresponding (superordinate) compound constructs. The scientific consequences of these approaches include both unrecognized redundancy (reinventing the wheel, or confirming classic findings without realizing it) and heightened explanatory power (resulting from using broad compound constructs). To illustrate the variation of methods and implications, we review several exemplars of compound constructs that have enjoyed popularity in OB/HR, including work engagement, emotional intelligence, organizational commitment, and core self-evaluations. We also highlight seven cardinal construct domains that are often sampled during construct mixology. Prescriptions for future construct mixology efforts are provided.
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U2 - 10.1080/19416520.2016.1161965
DO - 10.1080/19416520.2016.1161965
M3 - Article
AN - SCOPUS:84963533254
SN - 1941-6520
VL - 10
SP - 943
EP - 995
JO - Academy of Management Annals
JF - Academy of Management Annals
IS - 1
ER -