Internal validity

Internal Validity

Internal validity focuses on the integrity and accuracy of a research study’s design and methodology. It assesses the extent to which observed changes in the dependent variable can be confidently attributed to the manipulation or presence of the independent variable, while minimizing the influence of extraneous variables (factors other than the independent variable) that could provide alternative explanations for the results.

Key Characteristics of Internal Validity:

  1. Causality: Internal validity is primarily concerned with demonstrating that changes in the independent variable are responsible for the observed changes in the dependent variable.
  2. Control: Researchers aim to control or account for extraneous variables to ensure that they do not confound the results.
  3. Experimental Design: The internal validity of a study is closely linked to the design and execution of the experiment, as well as the control of potential sources of bias.
  4. Replication: High internal validity allows for the replication of results under similar conditions, strengthening the confidence in the observed relationship.

Importance of Internal Validity:

  • Internal validity is essential for establishing the credibility of causal claims in research. It ensures that the observed effects are not due to chance or the influence of other variables, making it a cornerstone of rigorous scientific inquiry.

Factors Influencing Internal Validity

Several factors can impact the internal validity of a research study, including:

1. Extraneous Variables:

  • Extraneous variables are factors other than the independent variable that can influence the dependent variable. Failure to control for these variables can threaten internal validity.

2. History:

  • Historical events or changes that occur between the pretest and posttest measurements can influence the dependent variable, leading to a potential threat to internal validity.

3. Maturation:

  • Natural developmental changes or maturation processes in participants can affect the dependent variable, especially in longitudinal studies or studies involving extended time periods.

4. Testing Effects:

  • Repeated testing or exposure to the research instrument (e.g., a questionnaire or assessment) can lead to improved performance on subsequent tests due to familiarity with the test items, potentially confounding the results.

5. Instrumentation:

  • Changes in the measurement instruments or procedures used in the study can impact the dependent variable differently across time or conditions, posing a threat to internal validity.

6. Regression Toward the Mean:

  • Extreme scores on a pretest measurement are likely to move closer to the mean on a posttest, creating the illusion of an intervention effect when it is merely a statistical artifact.

7. Selection Bias:

  • Differences in the characteristics of participants assigned to different groups (e.g., experimental and control groups) can confound the results, especially if the assignment is non-random.

8. Mortality:

  • Participants dropping out of a study at different rates across conditions can introduce bias if the dropout rate is related to the treatment.

9. Selection-Maturation Interaction:

  • When different groups experience maturation at different rates, and there is also differential selection, it can lead to confounding effects.

10. Diffusion or Imitation of Treatment:

  • Control group participants might be exposed to the treatment condition or information, leading to contamination of the control group.

11. Compensatory Equalization:

  • Participants in a control group may receive additional benefits or resources to compensate for not receiving the experimental treatment, affecting the internal validity.

12. Compensatory Rivalry:

  • Control group participants may become motivated to compete with the experimental group, influencing their performance.

13. Resentful Demoralization:

  • Control group participants may become demoralized or resentful due to not receiving the experimental treatment, affecting their performance.

14. Experimenter Effects:

  • The experimenter’s expectations or unintentional cues can influence participant behavior or the recording of data.

15. Participant Effects:

  • Participants may change their behavior or responses based on their perceptions of the experiment’s purpose or expectations.

Strategies for Ensuring and Enhancing Internal Validity

Researchers employ various strategies to ensure and enhance internal validity in their research studies:

1. Randomization:

  • Randomly assigning participants to different conditions or groups helps distribute extraneous variables evenly across groups, reducing selection threats.

2. Control Groups:

  • Including control groups provides a baseline for comparison, helping to identify and control for threats related to history, maturation, and instrumentation.

3. Counterbalancing:

  • Counterbalancing the order of treatments or conditions helps control for order effects, addressing testing threats.

4. Matching:

  • Pairing participants in treatment and control groups based on relevant characteristics (matching) helps control for selection threats.

5. Blinding:

  • Employing single-blind or double-blind procedures can reduce experimenter and participant bias threats.

6. Homogeneous Sampling:

  • Ensuring that participants in different groups have similar characteristics reduces threats related to selection.

7. Statistical Control:

  • Using statistical techniques such as analysis of covariance (ANCOVA) can help control for the influence of preexisting differences among groups.

8. Monitoring and Reporting:

  • Researchers should thoroughly document and report the study’s procedures and potential threats to internal validity, allowing for transparency and critical evaluation.

9. Replication:

  • Conducting replications of the study with different samples and under different conditions can help verify the robustness of findings and mitigate threats.

Conclusion: Upholding Research Integrity

Internal validity is an essential element of research that ensures the accuracy and reliability of study results. By recognizing and addressing threats to internal validity and employing strategies to enhance internal validity, researchers can conduct high-quality research that contributes to the advancement of knowledge and informs decision-making in various fields. As research serves as the foundation for evidence-based practices and policy development, safeguarding internal validity remains crucial for maintaining the integrity and impact of scientific inquiry.

Related ConceptsDescriptionPurposeKey Components/Steps
Internal ValidityInternal validity refers to the extent to which a study accurately establishes a causal relationship between variables, ensuring that observed effects are due to the manipulation of the independent variable rather than confounding variables or biases. It assesses the rigor and validity of research design and methodology in controlling for potential sources of error or bias.To assess the reliability and accuracy of research findings and determine whether observed effects are attributable to the independent variable rather than extraneous factors, allowing researchers to draw valid causal inferences and establish the internal consistency of study results.1. Research Design: Design studies with features that enhance internal validity, such as experimental control, randomization, and counterbalancing. 2. Control Variables: Control for potential confounding variables through random assignment, matching, or statistical adjustment to isolate the effects of the independent variable. 3. Blinding: Use blinding procedures to minimize biases in data collection, analysis, and interpretation, ensuring objectivity and reducing the risk of experimenter or participant effects. 4. Replication: Conduct replication studies to confirm the robustness and reliability of research findings across different conditions or samples.
External ValidityExternal validity refers to the extent to which research findings can be generalized or applied to populations, settings, and contexts beyond the specific conditions under which the study was conducted. It assesses the generalizability of research findings to real-world situations and diverse populations, enhancing the relevance and applicability of research findings.To evaluate the generalizability of research findings and assess whether study results can be extrapolated to broader populations, settings, or contexts, allowing researchers to determine the external relevance and validity of their findings for informing practice, policy, or decision-making.1. Research Design: Design studies with features that enhance external validity, such as representative sampling, ecological validity, and diverse settings. 2. Sampling Strategy: Use random sampling or other sampling methods to ensure the representativeness of study samples and improve the generalizability of findings. 3. Replication: Conduct replication studies across different populations, settings, or contexts to assess the consistency and robustness of research findings. 4. Meta-Analysis: Perform meta-analyses to synthesize findings from multiple studies and assess the generalizability of results across diverse samples and conditions.
Sampling BiasSampling bias occurs when the sample selected for a study is not representative of the target population, leading to systematic errors or inaccuracies in estimating population parameters. It results from flaws or biases in the sampling process, such as non-random selection, undercoverage, or non-response, affecting the generalizability and validity of research findings.To identify and mitigate biases in sample selection and ensure that study samples accurately represent the target population, allowing researchers to improve the external validity and reliability of research findings for making inferences about population characteristics or behaviors.1. Sampling Method: Use random sampling methods, such as simple random sampling, stratified sampling, or cluster sampling, to ensure the representativeness of study samples and reduce sampling bias. 2. Sample Size: Increase sample sizes to improve the precision and reliability of estimates and reduce the impact of sampling variability on study results. 3. Non-Response Analysis: Analyze patterns of non-response and implement strategies to address non-response bias, such as follow-up surveys or weighting adjustments. 4. Sensitivity Analysis: Conduct sensitivity analyses to assess the robustness of study findings to variations in sample selection criteria or assumptions, providing insights into the potential impact of sampling bias on research conclusions.
Construct ValidityConstruct validity refers to the extent to which a study accurately measures or operationalizes the concepts or constructs of interest, ensuring that research instruments or measures effectively capture the theoretical constructs being studied. It assesses the adequacy and appropriateness of research methods and instruments in representing the underlying constructs of interest.To ensure that research measures or instruments accurately represent the theoretical constructs or concepts being studied, allowing researchers to draw valid inferences and conclusions about the relationships between variables or phenomena under investigation.1. Measurement Validity: Assess the validity of research measures using established criteria, such as content validity, criterion validity, or convergent and discriminant validity, to ensure that measures effectively capture the intended constructs or concepts. 2. Operational Definitions: Clearly define and operationalize key constructs or variables in research studies, specifying how they will be measured or manipulated to ensure conceptual clarity and consistency in measurement. 3. Pilot Testing: Pilot test research instruments or measures with representative samples to assess their reliability and validity and identify potential sources of error or ambiguity, allowing researchers to refine measurement procedures and improve construct validity. 4. Triangulation: Use multiple methods or sources of data to corroborate findings and enhance the validity of research conclusions, ensuring that results are not solely dependent on a single measure or method.

Connected Analysis Frameworks

Failure Mode And Effects Analysis

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A failure mode and effects analysis (FMEA) is a structured approach to identifying design failures in a product or process. Developed in the 1950s, the failure mode and effects analysis is one the earliest methodologies of its kind. It enables organizations to anticipate a range of potential failures during the design stage.

Agile Business Analysis

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Agile Business Analysis (AgileBA) is certification in the form of guidance and training for business analysts seeking to work in agile environments. To support this shift, AgileBA also helps the business analyst relate Agile projects to a wider organizational mission or strategy. To ensure that analysts have the necessary skills and expertise, AgileBA certification was developed.

Business Valuation

valuation
Business valuations involve a formal analysis of the key operational aspects of a business. A business valuation is an analysis used to determine the economic value of a business or company unit. It’s important to note that valuations are one part science and one part art. Analysts use professional judgment to consider the financial performance of a business with respect to local, national, or global economic conditions. They will also consider the total value of assets and liabilities, in addition to patented or proprietary technology.

Paired Comparison Analysis

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A paired comparison analysis is used to rate or rank options where evaluation criteria are subjective by nature. The analysis is particularly useful when there is a lack of clear priorities or objective data to base decisions on. A paired comparison analysis evaluates a range of options by comparing them against each other.

Monte Carlo Analysis

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The Monte Carlo analysis is a quantitative risk management technique. The Monte Carlo analysis was developed by nuclear scientist Stanislaw Ulam in 1940 as work progressed on the atom bomb. The analysis first considers the impact of certain risks on project management such as time or budgetary constraints. Then, a computerized mathematical output gives businesses a range of possible outcomes and their probability of occurrence.

Cost-Benefit Analysis

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A cost-benefit analysis is a process a business can use to analyze decisions according to the costs associated with making that decision. For a cost analysis to be effective it’s important to articulate the project in the simplest terms possible, identify the costs, determine the benefits of project implementation, assess the alternatives.

CATWOE Analysis

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The CATWOE analysis is a problem-solving strategy that asks businesses to look at an issue from six different perspectives. The CATWOE analysis is an in-depth and holistic approach to problem-solving because it enables businesses to consider all perspectives. This often forces management out of habitual ways of thinking that would otherwise hinder growth and profitability. Most importantly, the CATWOE analysis allows businesses to combine multiple perspectives into a single, unifying solution.

VTDF Framework

competitor-analysis
It’s possible to identify the key players that overlap with a company’s business model with a competitor analysis. This overlapping can be analyzed in terms of key customers, technologies, distribution, and financial models. When all those elements are analyzed, it is possible to map all the facets of competition for a tech business model to understand better where a business stands in the marketplace and its possible future developments.

Pareto Analysis

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The Pareto Analysis is a statistical analysis used in business decision making that identifies a certain number of input factors that have the greatest impact on income. It is based on the similarly named Pareto Principle, which states that 80% of the effect of something can be attributed to just 20% of the drivers.

Comparable Analysis

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A comparable company analysis is a process that enables the identification of similar organizations to be used as a comparison to understand the business and financial performance of the target company. To find comparables you can look at two key profiles: the business and financial profile. From the comparable company analysis it is possible to understand the competitive landscape of the target organization.

SWOT Analysis

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A SWOT Analysis is a framework used for evaluating the business’s Strengths, Weaknesses, Opportunities, and Threats. It can aid in identifying the problematic areas of your business so that you can maximize your opportunities. It will also alert you to the challenges your organization might face in the future.

PESTEL Analysis

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The PESTEL analysis is a framework that can help marketers assess whether macro-economic factors are affecting an organization. This is a critical step that helps organizations identify potential threats and weaknesses that can be used in other frameworks such as SWOT or to gain a broader and better understanding of the overall marketing environment.

Business Analysis

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Business analysis is a research discipline that helps driving change within an organization by identifying the key elements and processes that drive value. Business analysis can also be used in Identifying new business opportunities or how to take advantage of existing business opportunities to grow your business in the marketplace.

Financial Structure

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In corporate finance, the financial structure is how corporations finance their assets (usually either through debt or equity). For the sake of reverse engineering businesses, we want to look at three critical elements to determine the model used to sustain its assets: cost structure, profitability, and cash flow generation.

Financial Modeling

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Financial modeling involves the analysis of accounting, finance, and business data to predict future financial performance. Financial modeling is often used in valuation, which consists of estimating the value in dollar terms of a company based on several parameters. Some of the most common financial models comprise discounted cash flows, the M&A model, and the CCA model.

Value Investing

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Value investing is an investment philosophy that looks at companies’ fundamentals, to discover those companies whose intrinsic value is higher than what the market is currently pricing, in short value investing tries to evaluate a business by starting by its fundamentals.

Buffet Indicator

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The Buffet Indicator is a measure of the total value of all publicly-traded stocks in a country divided by that country’s GDP. It’s a measure and ratio to evaluate whether a market is undervalued or overvalued. It’s one of Warren Buffet’s favorite measures as a warning that financial markets might be overvalued and riskier.

Financial Analysis

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Financial accounting is a subdiscipline within accounting that helps organizations provide reporting related to three critical areas of a business: its assets and liabilities (balance sheet), its revenues and expenses (income statement), and its cash flows (cash flow statement). Together those areas can be used for internal and external purposes.

Post-Mortem Analysis

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Post-mortem analyses review projects from start to finish to determine process improvements and ensure that inefficiencies are not repeated in the future. In the Project Management Book of Knowledge (PMBOK), this process is referred to as “lessons learned”.

Retrospective Analysis

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Retrospective analyses are held after a project to determine what worked well and what did not. They are also conducted at the end of an iteration in Agile project management. Agile practitioners call these meetings retrospectives or retros. They are an effective way to check the pulse of a project team, reflect on the work performed to date, and reach a consensus on how to tackle the next sprint cycle.

Root Cause Analysis

root-cause-analysis
In essence, a root cause analysis involves the identification of problem root causes to devise the most effective solutions. Note that the root cause is an underlying factor that sets the problem in motion or causes a particular situation such as non-conformance.

Blindspot Analysis

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Break-even Analysis

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A break-even analysis is commonly used to determine the point at which a new product or service will become profitable. The analysis is a financial calculation that tells the business how many products it must sell to cover its production costs.  A break-even analysis is a small business accounting process that tells the business what it needs to do to break even or recoup its initial investment. 

Decision Analysis

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Stanford University Professor Ronald A. Howard first defined decision analysis as a profession in 1964. Over the ensuing decades, Howard has supervised many doctoral theses on the subject across topics including nuclear waste disposal, investment planning, hurricane seeding, and research strategy. Decision analysis (DA) is a systematic, visual, and quantitative decision-making approach where all aspects of a decision are evaluated before making an optimal choice.

DESTEP Analysis

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A DESTEP analysis is a framework used by businesses to understand their external environment and the issues which may impact them. The DESTEP analysis is an extension of the popular PEST analysis created by Harvard Business School professor Francis J. Aguilar. The DESTEP analysis groups external factors into six categories: demographic, economic, socio-cultural, technological, ecological, and political.

STEEP Analysis

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The STEEP analysis is a tool used to map the external factors that impact an organization. STEEP stands for the five key areas on which the analysis focuses: socio-cultural, technological, economic, environmental/ecological, and political. Usually, the STEEP analysis is complementary or alternative to other methods such as SWOT or PESTEL analyses.

STEEPLE Analysis

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The STEEPLE analysis is a variation of the STEEP analysis. Where the step analysis comprises socio-cultural, technological, economic, environmental/ecological, and political factors as the base of the analysis. The STEEPLE analysis adds other two factors such as Legal and Ethical.

Activity-Based Management

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Activity-based management (ABM) is a framework for determining the profitability of every aspect of a business. The end goal is to maximize organizational strengths while minimizing or eliminating weaknesses. Activity-based management can be described in the following steps: identification and analysis, evaluation and identification of areas of improvement.

PMESII-PT Analysis

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PMESII-PT is a tool that helps users organize large amounts of operations information. PMESII-PT is an environmental scanning and monitoring technique, like the SWOT, PESTLE, and QUEST analysis. Developed by the United States Army, used as a way to execute a more complex strategy in foreign countries with a complex and uncertain context to map.

SPACE Analysis

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The SPACE (Strategic Position and Action Evaluation) analysis was developed by strategy academics Alan Rowe, Richard Mason, Karl Dickel, Richard Mann, and Robert Mockler. The particular focus of this framework is strategy formation as it relates to the competitive position of an organization. The SPACE analysis is a technique used in strategic management and planning. 

Lotus Diagram

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A lotus diagram is a creative tool for ideation and brainstorming. The diagram identifies the key concepts from a broad topic for simple analysis or prioritization.

Functional Decomposition

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Functional decomposition is an analysis method where complex processes are examined by dividing them into their constituent parts. According to the Business Analysis Body of Knowledge (BABOK), functional decomposition “helps manage complexity and reduce uncertainty by breaking down processes, systems, functional areas, or deliverables into their simpler constituent parts and allowing each part to be analyzed independently.”

Multi-Criteria Analysis

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The multi-criteria analysis provides a systematic approach for ranking adaptation options against multiple decision criteria. These criteria are weighted to reflect their importance relative to other criteria. A multi-criteria analysis (MCA) is a decision-making framework suited to solving problems with many alternative courses of action.

Stakeholder Analysis

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A stakeholder analysis is a process where the participation, interest, and influence level of key project stakeholders is identified. A stakeholder analysis is used to leverage the support of key personnel and purposefully align project teams with wider organizational goals. The analysis can also be used to resolve potential sources of conflict before project commencement.

Strategic Analysis

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Strategic analysis is a process to understand the organization’s environment and competitive landscape to formulate informed business decisions, to plan for the organizational structure and long-term direction. Strategic planning is also useful to experiment with business model design and assess the fit with the long-term vision of the business.

Related Strategy Concepts: Go-To-Market StrategyMarketing StrategyBusiness ModelsTech Business ModelsJobs-To-Be DoneDesign ThinkingLean Startup CanvasValue ChainValue Proposition CanvasBalanced ScorecardBusiness Model CanvasSWOT AnalysisGrowth HackingBundlingUnbundlingBootstrappingVenture CapitalPorter’s Five ForcesPorter’s Generic StrategiesPorter’s Five ForcesPESTEL AnalysisSWOTPorter’s Diamond ModelAnsoffTechnology Adoption CurveTOWSSOARBalanced ScorecardOKRAgile MethodologyValue PropositionVTDF FrameworkBCG MatrixGE McKinsey MatrixKotter’s 8-Step Change Model.

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