This article is a response to the two articles about our chapter (Cohen & Doveh, this volume). The first article was written by Viechtbauer and Budescu and the second written by Hanges and Lyon (both in this volume). The main contribution in the first article relates to the statistical...

Most multi-level studies are cross-sectional and focus on a certain point in time, though various changes within levels may occur over time. This chapter presents a statistical method for assessing whether the degree of interdependency within a group has changed over time, using the intraclass...

Every “structural model” is defined by the set of covariance and mean expectations. These expectations are the source of parameter estimates, fit statistics, and substantive interpretation. The recent chapter by Cortina, Pant, and Smith-Darden ((this volume). In: F. Dansereau & F. J....

Over the last decade, latent growth modeling (LGM) utilizing hierarchical linear models or structural equation models has become a widely applied approach in the analysis of change. By analyzing two or more variables simultaneously, the current method provides a straightforward generalization of...

In this reply to the articles about “Multi-level Issues for Strategic Management Research: Implications for Creating Value and Competitive Advantage” (Drnevich and Shanley, this volume), we consider and applaud the applications of our ideas presented by Mackey and Barney (this volume) and...

Multi-level issues (Klein, Dansereau, & Hall (1994). Academy of Management Review, 195–229) are critical to both strategic management research and practice, and yet, we have few approaches for dealing with them both systemically and systematically. In this chapter, I take a resource-based...

This chapter applies arguments advanced by Drnevich and Shanley (this volume) to the strategic leadership literature – an area of work where such multi-level analyses seem likely to be particularly appropriate. In an analysis of the relationship between managerial capabilities and firm...

Most research issues in strategic management are essentially problem focused. To one extent or another, these problems often span levels of analysis, may align with different performance metrics, and likely hold different implications from various theoretical perspectives. Despite these...

This chapter complements that of Mumford and Hunter (this volume) by pointing out ways in which creativity can be more or less rewarded, depending on its type. Whereas Mumford and Hunter (this volume) discuss levels of organization, I discuss here different kinds of creative contributions. These...