Enhancing Survey Response Rates at the Executive Level: Are Employee- or Consumer-Level Techniques Effective?

Cycyota, Cynthia S.; Harrison, David A.

doi:10.1016/s0149-2063(01)00137-4

Cited by 83 publications

(71 citation statements)

References 75 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…100 DKK translate to about 18 USD. The sizes of the incentives are thus comparable to those of contemporary survey response studies (Cycyota & Harrison 2002;Rose et al, 2007;Teisl, Roe, & Vayda, 2005;Whiteman et al, 2003).…”

Section: Resultssupporting

confidence: 60%

Improving Survey Response Rates in Online Panels

Pedersen

Nielsen

2014

Social Science Computer Review

View full text Add to dashboard Cite

Identifying ways to efficiently maximize the response rate to surveys is important in surveybased research. However, evidence on the response rate effect of donation incentives and especially altruistic and egotistic text appeal interventions is sparse and ambiguous. Via a randomized survey experiment among 6,162 members of an online survey panel, this article shows how low-cost incentives and cost-free text appeal interventions may affect the survey response rate in online panels. The experimental treatments comprise (a) a cash prize lottery incentive, (b) two donation incentives that promise a monetary donation to a good cause in return for survey response, (c) an egotistic text appeal, and (d) an altruistic text appeal.Relative to a control group, we find higher response rates among recipients of the egotistic text appeal and the lottery incentive. Donation incentives yield lower response rates.

show abstract

Section: Resultssupporting

confidence: 60%

Improving Survey Response Rates in Online Panels

Pedersen

Nielsen

2014

Social Science Computer Review

View full text Add to dashboard Cite

show abstract

“…We closely followed coding and analytical procedures outlined by Cycyota and Harrison (2002), and Roth and BeVier (1998) to facilitate comparability of results. Similar to their analyses, each study served as one data point in our analyses.…”

Section: Codingmentioning

confidence: 99%

Response Rates in Organizational Science, 1995–2008: A Meta-analytic Review and Guidelines for Survey Researchers

et al. 2010

View full text Add to dashboard Cite

Purpose This study expands upon existing knowledge of response rates by conducting a large-scale quantitative review of published response rates. This allowed a finegrained comparison of response rates across respondent groups. Other unique features of this study are the analysis of response enhancing techniques across respondent groups and response rate trends over time. In order to aid researchers in designing surveys, we provide expected response rate percentiles for different survey modalities. Design We analyzed 2,037 surveys, covering 1,251,651 individual respondents, published in 12 journals in I/O Psychology, Management, and Marketing during the period 1995-2008. Expected response rate levels were summarized for different types of respondents and use of response enhancing techniques was coded for each study. Findings First, differences in mean response rate were found across respondent types with the lowest response rates reported for executive respondents and the highest for non-working respondents and non-managerial employees. Second, moderator analyses suggested that the effectiveness of response enhancing techniques was dependent on type of respondents. Evidence for differential prediction across respondent type was found for incentives, salience, identification numbers, sponsorship, and administration mode. When controlling for increased use of response enhancing techniques, a small decline in response rates over time was found. Implications Our findings suggest that existing guidelines for designing effective survey research may not always offer the most accurate information available. Survey researchers should be aware that they may obtain lower/ higher response rates depending on the respondent type surveyed and that some response enhancing techniques may be less/more effective in specific samples. Originality/value This study, analyzing the largest set of published response rates to date, offers the first evidence for different response rates and differential functioning of response enhancing techniques across respondent types.

show abstract

“…Top-level managers, such as managing directors, are the principle sources of information about strategic activities and factors that involve the firm as a whole, possess knowledge of internal and external issues to the firm, have similar responsibilities regardless of firm size or scope and are in the best position to provide key insights into firm practices and outcomes, especially in small, entrepreneurial firms. 34 Given the small size of the firms we investigate, it was not feasible to acquire multiple respondents. But, because one senior manager tends to have dominant control over such firms, a key informant approach is methodologically appropriate.…”

Section: Data Generation: Survey Administrationmentioning

confidence: 99%