Too Good to Be True? Understanding Change in Organizational Outcomes
研究提出一种利用测量和关系等价性技术检测组织结果变化中反应伪迹的方法，并以1995至2002年美国军队性骚扰报告大幅下降为例，发现至少部分下降是人为假象，对评估组织变革有启示。
When evaluating organizational outcomes, strong experimental designs are often not practical. As a result, assessments of change may be confounded by a number of threats to their validity. Therefore, attempts have been made to detect or control for many of these artifacts. This article explores a method for detecting response artifacts, using measurement and relational equivalence techniques. The large drop in the reported levels of sexual harassment in the U.S. military between 1995 and 2002 provides the context for testing this method. The results suggest that at least part of the reported decrease in harassment was artifactual. The implications for evaluations of organizational change are discussed.