Predicting Group-Level Outcome Variables: An Empirical Comparison of Analysis Strategies

This study provides a review of two methods for analyzing multilevel data with group-level outcome variables and compares them in a simulation study. The analytical methods included an unadjusted ordinary least squares (OLS) analysis of group means and a two-step adjustment of the group means suggested by Croon and van Veldhoven (2007). The Type I error control, power, bias, standard errors, and RMSE in parameter estimates were compared across design conditions that included manipulations of number of predictor variables, level of correlation between predictors, level of intraclass correlation, predictor reliability, effect size, and sample size. The results suggested that an OLS analysis of the group means, with White’s heteroscedasticity adjustment, provided more power for tests of group-level predictors, but less power for tests of individual-level predictors. Furthermore, this simple analysis avoided the extreme bias in parameter estimates and inadmissible solutions that were encountered with other strategies. These results were interpreted in terms of recommended analytical methods for applied researchers

Managers' gender role attitudes: a country institutional profile approach

In this paper, we use the country institutional profile to investigate how selected cognitive, normative, and regulative aspects of various countries relate to traditional gender role attitudes of managers from these countries. Our cross-level analyses, using hierarchical linear modeling, control for a number of individual characteristics (i.e., age, education, gender, and social class). Results support our hypotheses that managers' traditional gender role attitudes relate positively to nation-level uncertainty avoidance and power distance. Moreover, the results support our predictions that gender egalitarian normative institutions, degree of regulation, and degree of educational development are negatively related to managers' traditional gender role attitudes. However, results reject our hypotheses regarding nation-level religiosity, assertiveness, and masculinity, not showing the proposed relationship with managers' traditional gender role attitudes. Implications for research and practice are discussed. Journal of International Business Studies (2008) 39, 795–813. doi:10.1057/palgrave.jibs.8400384