Many Analysts, One Data Set: Making Transparent How Variations in Analytic Choices Affect Results

Author:

Silberzahn R.1,Uhlmann E. L.2,Martin D. P.3,Anselmi P.4,Aust F.5,Awtrey E.6,Bahník Š.7,Bai F.8,Bannard C.9,Bonnier E.10,Carlsson R.11,Cheung F.12,Christensen G.13,Clay R.14,Craig M. A.15,Dalla Rosa A.4,Dam L.16,Evans M. H.17,Flores Cervantes I.18,Fong N.19,Gamez-Djokic M.20,Glenz A.21,Gordon-McKeon S.22,Heaton T. J.23,Hederos K.24,Heene M.25,Hofelich Mohr A. J.26,Högden F.5,Hui K.27,Johannesson M.10,Kalodimos J.28,Kaszubowski E.29,Kennedy D. M.30,Lei R.15,Lindsay T. A.26,Liverani S.31,Madan C. R.32,Molden D.33,Molleman E.16,Morey R. D.34,Mulder L. B.16,Nijstad B. R.16,Pope N. G.35,Pope B.36,Prenoveau J. M.37,Rink F.16,Robusto E.4,Roderique H.38,Sandberg A.24,Schlüter E.39,Schönbrodt F. D.25,Sherman M. F.37,Sommer S. A.40,Sotak K.41,Spain S.42,Spörlein C.43,Stafford T.44,Stefanutti L.4,Tauber S.16,Ullrich J.21,Vianello M.4,Wagenmakers E.-J.45,Witkowiak M.46,Yoon S.19,Nosek B. A.347

Affiliation:

1. Organisational Behaviour, University of Sussex Business School

2. Organisational Behaviour Area, INSEAD Asia Campus

3. Department of Psychology, University of Virginia

4. Department of Philosophy, Sociology, Education and Applied Psychology, University of Padua

5. Department of Psychology, University of Cologne

6. Department of Management, University of Cincinnati

7. Department of Management, Faculty of Business Administration, University of Economics, Prague

8. Department of Management and Marketing, Hong Kong Polytechnic University

9. Department of Psychology, University of Liverpool

10. Department of Economics, Stockholm School of Economics

11. Department of Psychology, Linnaeus University

12. School of Public Health, University of Hong Kong

13. Berkeley Institute for Data Science, University of California, Berkeley

14. Department of Psychology, College of Staten Island, City University of New York

15. Department of Psychology, New York University

16. Faculty of Economics and Business, University of Groningen

17. Division of Neuroscience and Experimental Psychology, University of Manchester

18. Westat, Rockville, Maryland

19. Department of Marketing and Supply Chain Management, Temple University

20. Department of Management and Organizations, Kellogg School of Management, Northwestern University

21. Department of Psychology, University of Zurich

22. Washington, D.C.

23. School of Mathematics and Statistics, University of Sheffield

24. Swedish Institute for Social Research (SOFI), Stockholm University

25. Department of Psychology, Ludwig-Maximilians-Universität München

26. College of Liberal Arts, University of Minnesota

27. School of Management, Xiamen University

28. College of Business, Oregon State University

29. Department of Psychology, Federal University of Santa Catarina

30. School of Business, University of Washington Bothell

31. School of Mathematical Sciences, Queen Mary University of London

32. School of Psychology, University of Nottingham

33. Department of Psychology, Northwestern University

34. School of Psychology, Cardiff University

35. Department of Economics, University of Maryland

36. Department of Economics, Brigham Young University

37. Department of Psychology, Loyola University Maryland

38. Rotman School of Management, University of Toronto

39. Department of Social Sciences and Cultural Studies, Institute of Sociology, Justus Liebig University, Giessen

40. United States Military Academy at West Point

41. Department of Marketing and Management, SUNY Oswego

42. John Molson School of Business, Concordia University

43. Lehrstuhl für Soziologie, insb. Sozialstrukturanalyse, Otto-Friedrich-Universität Bamberg

44. Department of Psychology, University of Sheffield

45. Department of Psychological Methods, University of Amsterdam

46. Poznań, Poland

47. Center for Open Science, Charlottesville, Virginia

Abstract

Twenty-nine teams involving 61 analysts used the same data set to address the same research question: whether soccer referees are more likely to give red cards to dark-skin-toned players than to light-skin-toned players. Analytic approaches varied widely across the teams, and the estimated effect sizes ranged from 0.89 to 2.93 ( Mdn = 1.31) in odds-ratio units. Twenty teams (69%) found a statistically significant positive effect, and 9 teams (31%) did not observe a significant relationship. Overall, the 29 different analyses used 21 unique combinations of covariates. Neither analysts’ prior beliefs about the effect of interest nor their level of expertise readily explained the variation in the outcomes of the analyses. Peer ratings of the quality of the analyses also did not account for the variability. These findings suggest that significant variation in the results of analyses of complex data may be difficult to avoid, even by experts with honest intentions. Crowdsourcing data analysis, a strategy in which numerous research teams are recruited to simultaneously investigate the same research question, makes transparent how defensible, yet subjective, analytic choices influence research results.

Funder

Canadian Network for Research and Innovation in Machining Technology, Natural Sciences and Engineering Research Council of Canada

Leverhulme Trust

H2020 European Research Council

Riksbankens Jubileumsfond

Jan Wallanders och Tom Hedelius Stiftelse samt Tore Browaldhs Stiftelse

Institute of Education Sciences

Publisher

SAGE Publications

Subject

General Psychology

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