| Sign In to gain access to subscriptions and/or personal tools. |
The Neglected Science and Art of Quasi-ExperimentationWhy-to, When-to, and How-to Advice for Organizational ResearchersUniversity of North Carolina at Chapel Hill, grantad{at}wharton.upenn.edu
University of Sheffield Although quasi-experiments can facilitate causal inferences by combining good internal validity with high external validity, organizational scholars underutilize them. In this article, the authors aim to encourage the novel use of quasi-experimentation by identifying five of its key benefits: (a) strengthening causal inference when random assignment and controlled manipulation are not possible or ethical; (b) building better theories of time and temporal progression; (c) minimizing ethical dilemmas of harm, inequity, paternalism, and deception; (d) facilitating collaboration with practitioners; and (e) using context to explain conflicting findings. We offer advice and illustrative examples to guide future research, and provide recommendations for gaining access to organizations to open doors for collaborating on quasi-experiments.
Key Words: quasi-experiments • field experiments • causal inference • organizational behavior • organizational psychology
This version was published on October
1, 2009 Organizational Research Methods, Vol. 12, No. 4,
653-686 (2009) |
||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
 |
|
|
 |
|
Sign In to gain access to subscriptions and/or personal tools.
