Covariance structure modeling in organizational research: Problems with the method versus applications of the method

Abstract Brannick (1995) offers several criticisms of how covariance structure analysis techniques (CSA—also known as causal modeling methods) are being used by organizational researchers, as well as some suggestions for improving organizational research. This article responds to some of the issues raised by Brannick (1995), points out areas of agreement and disagreement, and offers some reactions to his suggestions for how future use of CSA methods can be improved.