In Search of Motivation for the Business Survey Response Task

Abstract

Increasing reluctance of businesses to participate in surveys often leads to declining or low response rates, poor data quality and burden complaints, and suggests that a driving force, that is, the motivation for participation and accurate and timely response, is insufficient or lacking. Inspiration for ways to remedy this situation has already been sought in the psychological theory of self-determination; previous research has favored enhancement of intrinsic motivation compared to extrinsic motivation. Traditionally however, enhancing extrinsic motivation has been pervasive in business surveys. We therefore review this theory in the context of business surveys using empirical data from the Netherlands and Slovenia, and suggest that extrinsic motivation calls for at least as much attention as intrinsic motivation, that other sources of motivation may be relevant besides those stemming from the three fundamental psychological needs (competence, autonomy and relatedness), and that other approaches may have the potential to better explain some aspects of motivation in business surveys (e.g., implicit motives). We conclude with suggestions that survey organizations can consider when attempting to improve business survey response behavior.

An Embedded Experiment for Targeted Non-Response Follow-Up in Establishment Surveys

“…Unfortunately, there is limited research on effective contact strategies for small businesses to draw on in the literature; exceptions include Hedlin et al (2008) and Torres van Grinsven et al (2014), although their target populations are somewhat different. That said, the literature does support evidence of different reporting considerations for small businesses from large businesses.…”

Sentiments and Perceptions of Business Respondents on Social Media: an Exploratory Analysis

“…The sentiments and perceptions of business respondents are relevant to business surveys because it is proposed that these are related to survey participation, as well as the respondent's behavior when completing a questionnaire, via perceived response burden and the motivation to respond (as is discussed by Giesen 2012;Torres van Grinsven et al 2014;Willimack and Snijkers 2013;. Consequently, this affects the quality of the resulting survey data (see e.g., Wenemark et al 2011; as well as the cost efficiency of survey data collection .…”

“…An important reason for compliance is the fact that most of these surveys are mandatory (Torres van Grinsven et al 2014;). In the Netherlands, sentiments about official business surveys sent out by SN have been expressed in traditional media, for instance in newspapers, and in publications by business organizations, among others.…”

Investigating Adaptive Nonresponse Follow-up Strategies for Small Businesses through Embedded Experiments

“…Alternatively, negative material carries a threatening message such as legal action for mandatory surveys. Torres van Grinsven et al (2014) discuss detrimental effects on small business attitude and response when presented with negative or punitive reminder letters. Tulp et al (1991) reports improved response rates by highlighting the legal obligation to respond to mandatory (business) surveys via a printed reminder on the survey notification envelope.…”

“…Torres van Grinsven et al (2014) categorizes businesses' response motivation as intrinsic ("completely selfdetermined, internally rewarding motivation") or as extrinsic (mandated by outside authorities). Material that highlights due dates and mandatory response emphasizes the extrinsic motivating forces, whereas material that describes aspects of survey utility appeal to more internalized motivating forces.…”