Population Selection Bias: The Case of Density Dependence

Denrell, Jerker (2006) Population Selection Bias: The Case of Density Dependence. In: Academy of Management Conference, August 2006, Atlanta, Georgia. (Unpublished)

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Abstract

Social science often focuses on organizations, institutions, and phenomena that have become socially or economically important. This can create a population selection bias. Even if one samples all relevant organizations, and not only successful ones, one may selectively sample populations of organizations. The effects of such a selection bias are illustrated by using the case of density dependence in organizational entry and exit rates. While several studies have found non-monotonic density dependence in entry and exit rates, most studies only examine and estimate models of vital rates in populations that have become large. This creates a population selection bias that can give rise to spurious non-monotonic density dependence. The implications of this bias are discussed for organizational ecology and more generally for the selection of the populations and empirical settings studied in social science.

Item Type: Conference or Workshop Item (Paper)
Keywords: Density Dependence; Organizational Ecology; Legitimacy; Selection Bias
Subject(s): Strategy; Entrepreneurship & Global business
Centre: Faculty of Strategy, Entrepreneurship and International Business
Date Deposited: 05 Mar 2012 20:46
Last Modified: 23 Oct 2015 14:06
URI: http://eureka.sbs.ox.ac.uk/id/eprint/2420

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