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Leader-Member Exchange and Cooperative Communication Between Group Members: Replication of Lee (1997, 2001) Study on Malaysia Respondents
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Leader-member exchange and cooperative communication between group members: Replication of Lee (1997, 2001) study on Malaysia respondents.
Hassan A. Bakar
Business School
The University of Queensland
H.## email not listed ##
Patricia A. Rowe
Business School
The University of Queensland
p.## email not listed ##
Abstract
This study attempts to replicate LEE (1997, 2001). Results of this study show a similar pattern. The consequences of these results are discuss in line with critical realism ontology and epistemology.
Introduction
Very little research has attempted to empirically test the applicability of management theories such as LMX theory, developed in the US, to other nations. A good theory is described as having the ability to replicate. However, replication has not been adequately recognized as a valuable part of theory development (Tsang & Kwan, 1999). Tsang and Kwan (1999) offer six types of replications along with two dimensions. The first dimension concerns whether replication employs the same method of measuring constructs and analyzing data. The second dimension is about the source of data. In this dimension researchers may conduct a replication just on the data generated or employed by the study. A combination of the two dimensions produces six type of replication, which are: 1. Checking of analysis. In this type of replication, the researcher employs exactly the same procedures used in a past study to analyze the latter’s data set. 2. Reanalysis of data. The researcher uses different procedures to reanalyze the data of a previous study. 3. Exact replication. This is the case where a previous study is repeated on the same population by using basically the same procedures. 4. Conceptual extension. This type of replication involves employing procedures different from those of the original study and drawing a sample from the same population. 5. Empirical generalization. Repeating a past study on a different population, a researcher conducting an empirical generalization tests how far the results of the study are generalizable to another population. 6. Generalization and extension. The researcher employs different research procedures and draws a sample from a different population of subjects. They further argue that replications do help to support or discredit theories, although they do not lead to conclusive verification of falsification.
This study attempt to retest the effect of Leader-member exchange theory (LMX) and cooperative communication based on Lee (1997) study on Malaysia respondents. We are aware that there are several attempts to test LMX in a country context outside the US, such as in China (Hui & Graen, 1997; Hui, Law, & Chen, 1999), and Japan (Wakabayashi & Graen, 1984). For example in Hui et al.’s (1999) study, the authors contrasted the effects of LMX with the effects of perceived job mobility on in-role performance and organizational citizenship behavior (OCB) through matching data from supervisor and subordinates in a major battery manufacturing company in
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| | Authors: Abu Bakar, Hassan. and Rowe, Patricia. |
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Leader-member exchange and cooperative communication between group
members: Replication of Lee (1997, 2001) study on Malaysia respondents.
Hassan A. Bakar
Business School
The University of Queensland
H.## email not listed ##
Patricia A. Rowe
Business School
The University of Queensland
p.## email not listed ##
Abstract
This study attempts to replicate LEE (1997, 2001). Results of this study show a
similar pattern. The consequences of these results are discuss in line with critical
realism ontology and epistemology.
Introduction
Very little research has attempted to empirically test the applicability of management
theories such as LMX theory, developed in the US, to other nations. A good theory is
described as having the ability to replicate. However, replication has not been
adequately recognized as a valuable part of theory development (Tsang & Kwan,
1999). Tsang and Kwan (1999) offer six types of replications along with two
dimensions. The first dimension concerns whether replication employs the same
method of measuring constructs and analyzing data. The second dimension is about
the source of data. In this dimension researchers may conduct a replication just on the
data generated or employed by the study. A combination of the two dimensions
produces six type of replication, which are: 1. Checking of analysis. In this type of
replication, the researcher employs exactly the same procedures used in a past study
to analyze the latter’s data set. 2. Reanalysis of data. The researcher uses different
procedures to reanalyze the data of a previous study. 3. Exact replication. This is the
case where a previous study is repeated on the same population by using basically the
same procedures. 4. Conceptual extension. This type of replication involves
employing procedures different from those of the original study and drawing a sample
from the same population. 5. Empirical generalization. Repeating a past study on a
different population, a researcher conducting an empirical generalization tests how far
the results of the study are generalizable to another population. 6. Generalization and
extension. The researcher employs different research procedures and draws a sample
from a different population of subjects. They further argue that replications do help to
support or discredit theories, although they do not lead to conclusive verification of
falsification.
This study attempt to retest the effect of Leader-member exchange theory (LMX) and
cooperative communication based on Lee (1997) study on Malaysia respondents. We
are aware that there are several attempts to test LMX in a country context outside the
US, such as in China (Hui & Graen, 1997; Hui, Law, & Chen, 1999), and Japan
(Wakabayashi & Graen, 1984). For example in Hui et al.’s (1999) study, the authors
contrasted the effects of LMX with the effects of perceived job mobility on in-role
performance and organizational citizenship behavior (OCB) through matching data
from supervisor and subordinates in a major battery manufacturing company in
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