In defence of the survey method: An illustration from a study of user information satisfaction

Roberts, Elizabeth S.

doi:10.1111/1467-629x.00017

Cited by 100 publications

(83 citation statements)

References 7 publications

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“…Early respondents and late respondents were also compared [42,46]. A Chi-square test and independent-sample t-test on the basis of hospital size and governmental dependency of hospitals were conducted to check if both set of respondents were different.…”

Section: Resultsmentioning

confidence: 99%

Accomplishing Water Strategy Policies in Hospitals: The Role of Management Information Systems and Managerial Styles

Naranjo‐Gil¹

2017

Water

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Hospitals are using more sophisticated and comprehensive management information systems to implement multiple strategic policies towards water cost saving and water quality enhancement. However, they do not always achieve the intended strategic goals. This paper analyzes how managerial styles interact with sophisticated management information systems to achieve different water strategic priorities. How proactive vs. reactive managerial styles moderate the effects of management information systems on water cost saving and water quality enhancement is analyzed. Relationships are explored using data collected from 122 general services directors in Spanish public hospitals. The findings show a positive effect of sophisticated management information systems on the achievement of water policies focused on cost saving and quality enhancement. Results also show a different moderated effect of managerial styles; thus, sophisticated management information systems with a proactive managerial style facilitate managers to achieve better water quality policies rather than water cost saving policies.

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Section: Resultsmentioning

confidence: 99%

Accomplishing Water Strategy Policies in Hospitals: The Role of Management Information Systems and Managerial Styles

Naranjo‐Gil¹

2017

Water

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“…This provided sufficient data for robust structural equation modelling (SEM). The collected data were tested for non-response bias by comparing the data collected from the early respondents (those who responded following the first mailout) with the data collected from the late respondents (those who responded following the second mail-out) across all of the variables of interest (Roberts, 1999). With the exception of the interactive use variable, the results of these tests revealed no significant differences for any of the variables, such that the problems of non-response bias do not likely arise in relation to the data collected in this study.…”

Section: Methodsmentioning

confidence: 99%

The Role of Strategic Flexibility in The Associations between Management Control System Characteristics and Strategic Change

Srour

Baird

Schoch

2016

CMR

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The research question addressed in this paper is this: what is the role of strategic flexibility as a product of MCS characteristics, an enabler of strategic change, and a mediating variable in the relationships between MCS characteristics and strategic change? This focus fills a gap in the literature which in the past has reported research primarily on the nexus between MCS characteristics and strategic change. Data are collected through a mail-based survey of strategic business units in Australian manufacturing organizations. The findings indicate that two MCS characteristics (the timeliness and interactive use of information) lead to strategic flexibility, that strategic flexibility leads to strategic change (operational change), and that strategic flexibility mediates the relationships between these particular MCS characteristics and strategic change. The study's findings offer a more comprehensive theory of strategic management in dynamic environments, which contributes to the MCS-strategy literature and informs the practice of organizational management with reference to the resource-based view of the firm. In particular, the findings indicate to researchers in the MCS-strategy field that, although some MCS characteristics might lead directly to strategic change, greater attention should be paid to the role of strategic flexibility as a Contemporary Management Research 372 product of MCS characteristics, an enabler of strategic change, and a mediator in the relationships between certain MCS characteristics and strategic change.Keywords: Management Control Systems, Strategic Flexibility, Strategic Change INTRODUCTIONOrganizations are facing omnipresent external pressure to continually reconsider their strategic positions and, whenever appropriate, engage in strategic change (Danneels, 2002). While researchers have considered how various organizational factors support organizational effectiveness in dynamic environments through the facilitation of strategic change (Chenhall and Langfield-Smith, 2003;Abernethy and Brownell, 1999;Simons 1995Simons , 1994Simons , 1991Simons , 1990, scant attention has been given to the role of strategic flexibility in that facilitative process as a product of organizational factors and an enabler of strategic change. This study reconceptualizes the facilitative process by examining whether there is an interposition of strategic flexibility in the relationship between specific management control system (MCS) characteristics and strategic change. Specifically, the study examines the associations between MCS characteristics (information characteristics including the scope, timeliness, aggregation and integration of information, and the interactive use of information) and strategic flexibility and between strategic flexibility and strategic change and also explores whether strategic flexibility mediates the associations between specific MCS characteristics and strategic change. The study's findings indicate that two MCS characteristics (the timeliness and interactive use of ...

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“…The manner in which variables were measured is not thought to pose any strong threat to the validity of the questionnaire survey findings. Measures were extensively pilot tested (Roberts, 1999), fully explained, and based as far as possible on prior research (Neuman, 2003).…”

Section: Variable Measurementmentioning

confidence: 99%

An investigation of Australian and New Zealand hotel ownership

Turner

Guilding

2014

Journal of Hospitality and Tourism Management

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The results of a study seeking to advance a typology of hotel owners as well as examining the composition of hotel owners in Australia and New Zealand are reported. Interview observations resulted in the six hotel ownership categories, discernible from prior commentaries, being broadened to nine hotel owner types. Considerable insights with respect to differentials in the investment time horizon and capital expenditure strategy applied by different owner types were gleaned from the interview data. From a questionnaire survey phase it was found that high net worth private investors and hotel management companies each own approximately a quarter of large 3-5 star Australian and New Zealand hotels.Several distinct hotel operational characteristics are also apparent across the hotel owner types. These include the observation that developer, high net worth investor and strata-title owned hotels tend to be smaller in terms of revenue generated and also these owner types tend to own less hotels. Also, general managers tend to hold their position for shorter periods in hotels owned by hotel management companies and high net worth private investors tend to own older hotels.

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In defence of the survey method: An illustration from a study of user information satisfaction

Cited by 100 publications

References 7 publications

Accomplishing Water Strategy Policies in Hospitals: The Role of Management Information Systems and Managerial Styles

Accomplishing Water Strategy Policies in Hospitals: The Role of Management Information Systems and Managerial Styles

The Role of Strategic Flexibility in The Associations between Management Control System Characteristics and Strategic Change

An investigation of Australian and New Zealand hotel ownership

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