Survey research in operations management: a process‐based perspective

By Cipriano Forza. 2002

1,559 citations recorded by the source corpus.

Subfields: Management Information Systems, Management Science and Operations Research

View Paper: https://www.semanticscholar.org/paper/5e12dc621068b7fc336876d669a321ba378168eb

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In Management Information Systems

In Management Science and Operations Research

Citations in the corpus

Developing environmental and social performance: the role of suppliers’ sustainability and buyer–supplier trust (2016, methodology): “4.3 Non-response bias and common method bias First, we kept track of non-responders and surveyed some of them using a telephone call to understand how much bias was introduced in our sample (Forza 2002).”
Recommendations for Using the Case Study Method in International Business Research (2010, methodology): “become stressful for both the interviewers and the interviewees (Forza, 2002).”
Manufacturing practices, strategic fit and performance: A routine‐based view (2004, methodology): “conducted large-sample studies using surveys ( Forza, 2002 ), aiming at admittedly more”
Financing buyer–supplier dyads: an empirical analysis on financial collaboration in the supply chain (2016, methodology): “According to Forza (2002), after each pilot the questionnaire was enhanced until the suggestions reduced to a minimum.”
An organizational entrepreneurship model of supply management integration and performance outcomes (2009, neutral): “Efforts were made to enhance the response rate by sending an e-mail containing the survey to managers two weeks after the initial mailing, and by offering respondents a composite summary of results (Forza, 2002).”
Resources and digital export: An RBV perspective on the role of digital technologies and capabilities in cross-border e-commerce (2021, methodology): “Overall, we focused our research on professionals working in export or e-commerce-related positions as these types of respondents are more likely to be the most appropriate sources of information regarding digital export decisions, thus reducing random and bias errors (Forza, 2002).”
Critical success factors for the sustainability of Kaizen event human resource outcomes: An empirical study (2011, methodology): “The research also uses both qualitative and quantitative methods, which may provide greater understanding of improvement sustainability (Meredith, 1998; Forza, 2002).”
Strategic purchasing, supply management practices and buyer performance improvement: an empirical study of UK manufacturing organisations (2009, methodology): “Efforts were made to enhance the response rate by sending a follow-up email two weeks after the initial mailing, and by offering respondents a composite summary of results (Forza 2002).”