#5131. Latent Change Score Models for the Study of Development and Dynamics in Organizational Research

August 2026publication date
Proposal available till 07-06-2025
4 total number of authors per manuscript0 $

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Journal’s subject area:
Management of Technology and Innovation;
Strategy and Management;
Decision Sciences (all);
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Abstract:
The empirical study of change has proven to be one of the most vexing challenges in organizational science. In particular, organizational researchers are increasingly employing variations of latent change score (LCS) models to address questions regarding change, development, and dynamics. Although these models may indeed be used to reliably study change, development, and dynamics, many studies utilizing these models are characterized by questionable methodological choices, improper modeling procedures, and suboptimal research designs. Thus, the purpose of the present article is to (a) provide a critical review of LCS models, (b) outline appropriate modeling procedures (with corresponding Mplus and R syntax), (c) compare and contrast LCS modeling with other analytical techniques, and (d) delineate best practices. Ultimately, we endorse the use of LCS models by organizational researchers interested in studying longitudinal phenomena. However, we also heed researchers to do so judiciously because their misuse may lead to their unwarranted rejection by the field.
Keywords:
change; dual change score; dynamics; latent change score; longitudinal

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