Cash prizes and mail survey response rates: a threshold analysis

Article Abstract:

In a study involving the mailing of some 3,150 questionnaires, the ability of six kinds of incentives to augment survey responses was tested against a no-incentive control condition. Two of the incentives were small prepaid monetary amounts (25 cents and $1.00), while the remaining four consisted of the opportunity for respondents to win cash prizes valued at either $50, $100, $150, or $200. The use of such cash prizes enabled an approximate test of the just-noticeable-difference principle in terms of both its absolute and differential threshold hypotheses. The 25 cent and $1.00 incentives yielded response rates that were significantly larger than that of the control group. No confirmation of the differential threshold hypothesis was evidenced, at least over the range of cash prizes employed in the present study. In contrast, the absolute threshold hypothesis received support. Suggestions for further research in this area were also identified. (Reprinted by permission of the publisher.)

Planning, Business, Surveys, Business surveys, Mail surveys, Survey response rates, Awards (Prizes), Surveys (Studies), Questionnaires

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Replication in strategic management: scientific testing for validity, generalizability, and usefulness

Article Abstract:

A study was conducted to examine the trickle-down effect hypothesis which possibly occurs with the publication of replication research in strategic management. The hypothesis, which was proposed by R. Hubbard and J.S. Armstrong in 1994, focused on the publication of replication research in lower-tier journals because of the need to allocate limited space in the top journals for original work. The publication frequency of replication research was studied across three tiers of journals for a 20-year period. More than 700 empirical papers were categorized to determine whether they were replications or extensions. Results showed no strict replications across the tiers of journals and indicated no evidence of a trickle-down effect.

Management Dynamics NEC, Publishing industry, Management techniques

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Use of partial least squares (PLS) in strategic management research: a review of four recent studies

Article Abstract:

Four recent studies using partial least squares (PLS) in strategic management research were reviewed to gain a better understanding of this approach and its application in the strategy area. Three of these studies, those conducted by Cool et al (1989). Fornell et al (1990) and Birkinshaw et al (1995), each introduce and estimate a single conceptual model. The fourth study, conducted by Johansson and Yip (1994), presents and tests eight different conceptual paradigms conforming to five apparently different basic forms. The four studies illustrate the extent of variability to which PLS could be used. The Cool et al study demonstrates the future applications of the approach, while the Johansson and Yip study shows serious flaws.

Analysis, Least squares

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