11. Hayes Process Macro SPSS | Model 9 - Multiple Paths for Moderated Mediation

Hayes Process Macro Model 9 is used to test a multiple-moderated mediation setup where two moderators may change the strength of two indirect pathways from an independent variable to an outcome through parallel mediators. In this example, collaborative culture predicts organizational performance through organizational commitment and organizational learning, while role ambiguity and role conflict are examined as moderators of the indirect effects.

The analysis first checks the moderated mediation “front end”: whether the moderators alter the relationship between collaborative culture (X) and each mediator. For organizational commitment (M1), collaborative culture has a significant positive effect (p < .05). Role ambiguity also significantly affects organizational commitment (p < .05), while role conflict does not. Crucially, the interaction between collaborative culture and role ambiguity (CC × role ambiguity) is significant (p < .05), meaning role ambiguity moderates how collaborative culture translates into organizational commitment. By contrast, the interaction between collaborative culture and role conflict (CC × role conflict) is insignificant, so role conflict does not moderate that specific link.

For organizational learning (M2), collaborative culture significantly predicts organizational learning, and role conflict significantly affects organizational learning. Role ambiguity does not. However, neither interaction term—CC × role ambiguity or CC × role conflict—is significant. That means neither role ambiguity nor role conflict changes the strength of the collaborative culture → organizational learning relationship. With the mediators in place, organizational performance (Y) is then tested as the outcome: organizational commitment significantly predicts organizational performance, while organizational learning does not. The direct effect of collaborative culture on organizational performance, in the presence of the mediators, is also significant.

Next comes the mediation and moderated mediation “back end.” At average levels of the moderators, the indirect effect from collaborative culture to organizational performance through organizational commitment is significant, indicating mediation. Because the direct effect remains significant, the mediation is classified as partial mediation. The key question then becomes whether the indirect effect itself varies across moderator levels. Using the index of moderated mediation, role ambiguity significantly moderates the indirect effect through organizational commitment (the confidence interval does not include zero), while role conflict does not. In practical terms, the pathway “collaborative culture → organizational commitment → organizational performance” changes in strength depending on role ambiguity, but not depending on role conflict.

For the second pathway through organizational learning, the indirect effect is not significant at average moderator values, so organizational learning does not mediate the collaborative culture → organizational performance relationship. Correspondingly, moderated mediation is also not supported for this pathway: neither role ambiguity nor role conflict shows a significant index of moderated mediation, with confidence intervals indicating no effect. Overall, Model 9 results point to a single moderated indirect pathway—collaborative culture’s influence on performance via organizational commitment—conditioned by role ambiguity, while the parallel pathway via organizational learning remains inactive.