Survey by knocking the door and response rate enhancement technique in international business research

  • Received February 13, 2018;
    Accepted April 18, 2018;
    Published May 10, 2018
  • Author(s)
    Maria Yosephine Dwi Hayu Agustini
    ORCID
  • DOI
    http://dx.doi.org/10.21511/ppm.16(2).2018.14
  • Article Info
    Volume 16 2018, Issue #2, pp. 155-163
  • TO CITE АНОТАЦІЯ
  • Cited by
    3 articles
  • 1370 Views
  • 491 Downloads

Creative Commons License
This work is licensed under a Creative Commons Attribution 4.0 International License

Low response rate has been considered as a matter in a survey. Even though researcher has applied techniques to enhance the response rate, they very often still experience low rate of response. This paper tries to share the challenging experience in dealing with low response rate in the context of international business research. This is a questionnaire survey of small firms in Indonesia that were doing business abroad. The results show that it is more important to select the most effective survey method rather than techniques to enhance response rate in order to deal with local condition. Survey by knocking the door is found to be the best suited alternative for maximizing the response rate.

view full abstract hide full abstract
    • Table 1. Survey methods and the response rate
    • Bosnjak, M., & Batinic, B. (2000). Understanding the Willingness to Participate in Online -Survey - The Case of e-mail Questionnaires. In B. Batinic, U.-D. B. Reips & A. Werner (Eds.), Online Social Sciences (pp. 105-116).
    • Brush, C. G., Edelman, L. F., & Manolova, T. (2002). The Impact of Resources on Small Firm Internationalization. Journal of Small Business Strategy, 1-17.
    • Chang, S.-J., van Wittleloostuijn, A., & Eden, L. (2010). From the Editors: Common Method Variance in International Business Research. Journal of International Business Studies, 178-184.
    • Childlow, A., Ghauri, P. N., Yeniyurt, S., & Cavusgil, S. T. (2015). Establishing Rigor in Mail-Survey Procedures in International Business Research. Journal of World Business, 26-35.
    • Client Heartbeat (2018). Six Common Reasons Why Customer Survey Response Rates are Low.
    • Cohen, F., Lahiri, S., & Borini, F. (2015). Managerial Perceptions of Barriers to Internationalization: An Examination of Brazil’s New Technology-based Firms. Journal of Business Research, 1-7.
    • Crowther, D., & Lancaster, G. (2009). Research Methods (2nd ed.). Oxford: Elsevier Butterworth-Heinemann.
    • Dillman, D. A. (1991). The design and Administration of Mail Surveys. Annual Review of Sociology, 17, 225-249.
    • Fawcett, S. E., Waller, M. A., Miller, J. W., Schwieterman, Hazen, B. T., & Overstreet, R. E. (2014). A Trail Guide to Publishing Success: Tips on Writing Influential Conceptual, Qualitative, and Survey Research. Journal of Business Logistics, 1-16.
    • FluidSurveys Team (2014, September 25). What is the Difference between a Response Rate and a Completion Rate?
    • Glasow, P. A. (2005). Fundamentals of Survey Research Methodology. Washington: Mitre Department.
    • Helfat, C. C., & Peteraf, M. A. (2014). Managerial Cognitive Capabilities and the Microfoundations of Dynamic Capabilities. Strategic Management Journal, 831-850.
    • Holbrook, A. L., Krosnick, J. A., & Pfent, A. (2008). The Causes and Consequences of Response Rates in Surveys by the News Media and Government Contractor Survey Research Firms.
    • Kanuk, L., & Berenson, C. (1975). Mail surveys and response rates: A Literature Review. Journal of Marketing Research, 12, 440-453.
    • Kompas (2012, February 8). National Geographic Indonesia.
    • O’Rourke, T. (1999). Increasing Response Rates: Specific Applications. Americans Journal of Health Studies, 15(3), 164-166.
    • Paxson, M. C. (1995). Increasing Survey Response Rates, Practical Instructions from the Total- Design Method. Hotel and Restaurant Administration Quarterly, 66-73.
    • Ray, J. J., & Still, L. V. (1987). Notes and Shorter Communications, Maximizing the Response Rate in Surveys May be a Mistake. Person. individ. Diff., 8(4), 571-573.
    • Rogelberg, S. G., & Stanton, J. M. (2007). Introduction Understanding and Dealing With Organizational Survey Nonresponse. Organizational Research Methods, 10(2), 195- 209.
    • Satyanugraha, H. (2005). Entry Mode Decision of Indonesian Small and Medium-Sized Manufacturers in the Export Market. In C. Harvie & B.-C. Lee (Eds.), Sustaining Growth and Performance in East Asia, The Role of Small and Medium Sized Enterprises (pp. 234-252). Cheltenham: Edward Elgar.
    • Sivo, S. A., Saunders, C., Chang, Q., & Jiang, J. J. (2006). How Low Should You Go? Low Response Rates and the Validity of Inference in IS Questionnaire Research. Journal of the Association for Information Systems, 7(6), 351-414.
    • Snowball, C. (2010). How to Improve Survey Response Rates. Research and Education, June, 31(6), 24.
    • Templeton, L., Deehan, A., Taylor, C., Drummond, C., & Strang, J. (1997). Surveying General Practitioners: Does a Low Response Rate Matter? British Journal of General Practice, February, 91-94.
    • Zeng, S., Xie, X., Tam, C., & Wan, T. (2008). Competitive Priorities of Manufacturing Firms for Internationalization: An Empirical Research. Measuring Business Excellence, 12(3), 44-55.
Related Articles

  • Perceived health risk, online retail ethics, and consumer behavior within online shopping during the COVID-19 pandemic

    Yuniarti FihartiniORCID , Arief HelmiORCID , Meydia HassanORCID , Yevis Marty OesmanORCID doi: http://dx.doi.org/10.21511/im.17(3).2021.02
    Innovative Marketing Volume 17, 2021         Issue #3         pp. 17-29 Views: 4453 Downloads: 1707 TO CITE АНОТАЦІЯ

    The risk of virus contracting during the COVID-19 pandemic has changed consumer preference for online shopping to meet their daily needs than shopping in brick-and-mortar stores. Online shopping presents a different environment, atmosphere, and experience. The possibility of ethical violations is higher during online than face-to-face transactions. Therefore, this study was conducted to investigate the influence of perceived health risk and customer perception of online retail ethics on consumer online shopping behavior during the COVID-19 pandemic, involving seven variables, namely perceived health risk, security, privacy, non-deception, reliability fulfillment, service recovery, and online shopping behavior. The data were collected through an online survey by employing the purposive sampling technique to a consumer who has shopped online during the COVID-19 pandemic in Indonesia. 315 valid responses were obtained and analyzed through quantitative method using SEM-Amos. The results showed that perceived health risk and four variables of online retail ethics including security, privacy, reliability fulfillment, and service recovery affected online shopping behavior. Meanwhile, non-deception was found to have an insignificant effect. The coefficient value proved perceived health risk to be more dominant in influencing online shopping behavior than the variables of online retail ethics. Thus, consumers pay more concern for their health during online shopping. However, positive consumer perceptions of the behavior of online retail websites in providing services also can encourage consumers to shop online during this pandemic.

  • Human resource management in promoting innovation and organizational performance

    I Gede RianaORCID , Gede SuparnaORCID , I Gusti Made SuwandanaORCID , Sebastian KotORCID Researcher ID, Ismi RajianiORCID Researcher ID doi: http://dx.doi.org/10.21511/ppm.18(1).2020.10
    Problems and Perspectives in Management Volume 18, 2020         Issue #1         pp. 107-118 Views: 3495 Downloads: 825 TO CITE АНОТАЦІЯ

    Human resource management (HRM) is one of the elements enabling an organization to remain competitive in turbulence conditions. The effective practice of HRM makes competent and innovative employees contributing to the achievement of organizational objectives. This study aims to analyze HRM practices in creating innovation and organizational performance. The questionnaire was used to measure the respondents’ perceptions of variables used by a Likert scale. A survey of 126 manager samples and middle managers at export-oriented short and medium enterprises (SMEs) in Bali, Indonesia, was conducted to test the model. The analysis has shown that the proposed model was proven to be compliant with the research hypotheses. HRM significantly affects organizational performance and innovation, and it was found out that innovation can improve organizational performance. However, in the process of simultaneous testing, it was found out that innovation cannot improve organizational performance. The lack of attention to investments in human resources became one of the barriers to SMEs in creating innovation.

  • Positive contribution of the good corporate governance rating to stability and performance: evidence from Indonesia

    RR. Iramani , Muazaroh Muazaroh , Abdul MongidORCID doi: http://dx.doi.org/10.21511/ppm.16(2).2018.01
    Problems and Perspectives in Management Volume 16, 2018         Issue #2         pp. 1-11 Views: 3155 Downloads: 309 TO CITE АНОТАЦІЯ

    This paper aims to examine the impact of Good Corporate Governance (GCG) practice on bank stability and performance. Governance is measured using the GCG rating that covers eleven aspects. The authors apply instrumental regression to link governance to performance and stability. The study covers a sample of 150 banks. The result shows that bank stability can mediate bank governance and bank performance. On the determinant of bank performance, it can be concluded that the GCG rating is positive and directly influences bank performance. Bank stability is also positive for bank performance indicating the indirect contribution of the GCG rating to bank performance. NPL, LDR, CAR and bank’s size (LASSET) are all negative and significant. The aim of this paper is to provide strong empirical evidence on the importance of governance and stability for performance. The limitations of this paper are the size of the sample and that it only covers public banks which are theoretically required to apply better governance in all aspects of their business by the Capital Market Authority.

Download Preview
Close
Problems and Perspectives in Management
Problems and Perspectives in Management