Use of partial least squares (PLS) in strategic management research: a review of four recent studies

Strategic Management JournalVolume 20, Issue 2 p. 195-204 Research Article Use of partial least squares (PLS) in strategic management research: a review of four recent studies John Hulland, Corresponding Author John Hulland Richard Ivey School of Business, The University of Western Ontario, London, Ontario, CanadaRichard Ivey School of Business , The University of Western Ontario, London, Ontario N6A 3K7, CanadaSearch for more papers by this author John Hulland, Corresponding Author John Hulland Richard Ivey School of Business, The University of Western Ontario, London, Ontario, CanadaRichard Ivey School of Business , The University of Western Ontario, London, Ontario N6A 3K7, CanadaSearch for more papers by this author First published: 08 February 1999 https://doi.org/10.1002/(SICI)1097-0266(199902)20:2<195::AID-SMJ13>3.0.CO;2-7Citations: 2,741AboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinked InRedditWechat Abstract Advances in causal modeling techniques have made it possible for researchers to simultaneously examine theory and measures. However, researchers must use these new techniques appropriately. In addition to dealing with the methodological concerns associated with more traditional methods of analysis, researchers using causal modeling approaches must understand their underlying assumptions and limitations. Most researchers are well equipped with a basic understanding of LISREL-type models. In contrast, current familiarity with PLS in the strategic management area is low. The current paper reviews four recent studies in the strategic management area which use PLS. The review notes that the technique has been applied inconsistently, and at times inappropriately, and suggests standards for evaluating future PLS applications. Copyright © 1999 John Wiley & Sons, Ltd. Citing Literature Volume20, Issue2February 1999Pages 195-204 RelatedInformation