What (Not) to Expect When Surveying Executives

By Cynthia S. Cycyota, David A. Harrison. 2006

625 citations recorded by the source corpus.

Subfields: Communication, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/4da8ceae72471a6f45802995519761f50a53c96c

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In Organizational Behavior and Human Resource Management

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Citations in the corpus

A Review of Multilevel Regulatory Focus in Organizations (2015, background): “Top managers are notoriously hard to study (cf. Cycyota & Harrison, 2006), so an implicit measure of regulatory focus in individuals and organizations would be valuable because verbiage may identify antecedent motivational states prior to important organizational decisions.”
Executive Personality, Capability Cues, and Risk Taking (2011, background): “Executives, especially those in public companies, are generally not willing to respond to batteries of psychological tests (Cycyota and Harrison, 2006), and the coding of published biographies carries its own severe limitations.”
Career attitudes and success of managers: the impact of chance event, protean, and traditional careers (2012, background): “The response rate at the firm level was 30%, high for this level (Cycyota and Harrison 2006).”
Distributed Cognition in Top Management Teams and Organizational Ambidexterity (2017, result): “In total, 140 CEOs agreed to participate in our survey, representing an initial response rate of 30%, which compares favorably to the mean response rate of 34% for executive surveys (Cycyota & Harrison, 2006).”
Assessing the Impact of Nonresponse on Work Group Diversity Effects (2007, background): “Furthermore, a recent study of survey response rates among executives suggests that different strategies might be needed at different organizational levels (Cycyota & Harrison, 2006).”
Antecedents and consequences of diversity and equality management systems: The importance of gender diversity in the TMT and lower to middle management (2017, background): “…can be attributed to factors such as the sensitivity of the research topic (Rogelberg & Stanton, 2007), senior executives having been over-surveyed (Cycyota & Harrison, 2006), and representatives of some organizations being prohibited from participating in surveys by organizational policies…”
Knowledge transfer and cross-border acquisition performance: The impact of cultural distance and employee retention (2016, background): “Second, Cycyota and Harrison (2006) noted a decreasing trend in response rates involving top executives over the years.”
Response Rates in Organizational Science, 1995–2008: A Meta-analytic Review and Guidelines for Survey Researchers (2010, background): “For instance, an analysis of response rates in top-management samples found a mean response rate of 32% ( Cycyota and Harrison 2006 ) in contrast to previous average estimates of 57% (Roth and BeVier 1998).”
Assessing the Utility of a Daily Log for Measuring Principal Leadership Practice (2010, background): “Cycyota and Harrison (2002, 2006) found that many follow-up strategies that have proven to be effective at boosting response rates with samples taken from the general population were ineffective with samples of executives.”