Improving Response to Business Mail Surveys

Paxson, M. Chris; Dillman, Don A.; Tarnai, John

doi:10.1002/9781118150504.ch17

Cited by 34 publications

(20 citation statements)

References 7 publications

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“…Nevertheless, our results cannot be generalised to the entire licensee population. The response rate was comparable to that achieved by others using similar methods for establishment surveys, including the developer of those methods 36 37. Varying response rates, such as by business type (multi-site corporation vs sole proprietorship), may have had multiple and offsetting effects on the data 22.…”

Section: Discussionsupporting

confidence: 59%

Frequency of and responses to illegal activity related to commerce in firearms: findings from the Firearms Licensee Survey

Wintemute

2013

Inj Prev

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Section: Discussionsupporting

confidence: 59%

Frequency of and responses to illegal activity related to commerce in firearms: findings from the Firearms Licensee Survey

Wintemute

2013

Inj Prev

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“…Following Dillman's tailored design method (Dillman 1978(Dillman , 2000, we initiated between two and six contacts by various modes with each firm, resulting 193 usable surveys and a 43% usable response rate. This is significantly higher than the 20% rate that is common for firm-level surveys (Paxson et al 1995).…”

Section: Fortunately Industry Associations Exist For Metal Stamping mentioning

confidence: 64%

The hollow corporation revisited: Can governance mechanisms substitute for technical expertise in managing buyer‐supplier relationships?

Parmigiani

Mitchell

2010

European Management Review

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This paper compares how a firm's internal technical expertise and its supplier governance mechanisms, including contractual and relational governance, influence supplier performance, both independently and jointly. The core question is whether inter-firm governance mechanisms can substitute for a firm's internal technical skills in maintaining supplier performance or whether, instead, a firm risks hollowing itself out by de-emphasizing internal expertise when it outsources. The arguments build on the capabilities, inter-organizational governance, and supply management literatures. We find that internal technical expertise influences multiple dimensions of supplier performance, including cooperation, quality, price, delivery, and communication, while contractual governance and relational governance mechanisms have a more focused impact on supplier performance. In turn, combinations of technical expertise, relational governance, and contractual agreements jointly affect several aspects of supplier performance. The study suggests that firms generate superior supplier performance if they retain internal technical skills even as they increase their use of external governance mechanisms to manage buyersupplier relationships.Firms need to ensure that they achieve high performance from their suppliers when they outsource goods and services, where outsourcing means using one or more external vendors to supply goods and services needed for a firm's products. Dell, Nike, Boeing, Embraer, and Toyota produce few of their components internally, for instance, relying heavily on relationships with suppliers to help them achieve industry leadership in price, quality, and responsiveness to changing demands. It is not clear, however, what skills firms require to achieve high supplier performance. Some scholars emphasize interfirm governance mechanisms in helping buyers achieve strong supplier performance, where inter-firm governance mechanisms include using contracts to specify terms and align incentives (Macneil 1978, Williamson 1975 as well as using relational governance mechanisms, such as sharing information and providing performance feedback, to increase commitment and generate common goals (Dyer 1997, Dyer and Singh 1998, Holcomb and Hitt 2007. Other analysts, however, question whether buyers can rely on inter-firm governance mechanisms to ensure satisfactory supplier performance. Instead, as BusinessWeek (1986) This paper studies how a firm's technical expertise and use of governance mechanisms independently and jointly shape five aspects of supplier performance, including price, quality, delivery, communication, and cooperation. The study informs our understanding of what skills firms require for effective supplier management. If governance mechanisms allow firms to substitute supplier expertise for their own skills, then firms might be able to increase their outsourcing activities to the point that they primarily become assemblers of purchased components and services or even pure contractual brokers. If governanc...

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“…The response rate including the SOE and retail entrepreneurs was 20%. This was a low response rate, but this rate is typical of studies of small business owners (e.g., 21% found by Paxson, Dillman, and Tarnai, 1995). Despite the low response, the results of this study should be read in conjunction with Study 1 to appreciate how emotion influences risk perceptions and preferences.…”

Section: Samplementioning

confidence: 83%

Emotions and Entrepreneurial Opportunity Evaluation

Foo

2010

Entrepreneurship Theory and Practice

300

301

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Emotions may affect opportunity evaluation yet emotions' influence in entrepreneurship research has been neglected. Findings from the two studies in this paper indicate that appraisal dimensions of emotions influence risk perceptions and preferences. In Study 1 (n = 187), the participants' scores on risk perception for a venture scenario were significantly lower for anger and happiness-induced participants (emotions associated with outcome certainty and control) than for fear-and hope-induced participants (emotions associated with outcome uncertainty and a lack of outcome control). In Study 2 (n = 66), the entrepreneurs' preference for the higher value but uncertain outcome related positively to their scores on trait anger and trait happiness.

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Improving Response to Business Mail Surveys

Cited by 34 publications

References 7 publications

Frequency of and responses to illegal activity related to commerce in firearms: findings from the Firearms Licensee Survey

Frequency of and responses to illegal activity related to commerce in firearms: findings from the Firearms Licensee Survey

The hollow corporation revisited: Can governance mechanisms substitute for technical expertise in managing buyer‐supplier relationships?

Emotions and Entrepreneurial Opportunity Evaluation

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