SME Survey Methodology: Response Rates, Data Quality, and Cost Effectiveness

By R. Newby, J. Watson, D. Woodliff. 2003

163 citations recorded by the source corpus.

Subfields: Information Systems and Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/8bf8ebdd63ccceae23a7817d269ed2f9cc152e3a

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In Information Systems and Management

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Citations in the corpus

Innovation in family firms: an empirical analysis linking organizational and managerial innovation to corporate success (2011, background): “No statistical differences were discovered between the two groups (Kanuk and Berenson 1975; Armstrong and Overton 1977; Newby et al. 2003).”
Implications of customer and entrepreneurial orientations for SME growth (2013, result): “Nevertheless, this response rate can be considered as quite good for an online survey in an SME context and compare favourably with extant studies using such a methodology (Ilieva et al., 2002; Bonometti and Tuang, 2006; Newby et al., 2003).”
A Three‐Country Comparison of the Business Success versus Failure Prediction Model (2010, background): “…particularly mail surveys, have been a staple in quantitative research on small business and entrepreneurship (Dennis 2003), in fact, an examination of four journals (ET&P, ISBJ, JBV, JSBM) revealed that one-third of the articles were based on mail survey (Newby, Watson, and Woodliff 2003).”
Work engagement, psychological contract breach and job satisfaction (2014, background): “Newby, Watson and Woodliff (2003, p.166) demonstrate that the use of monetary incentives significantly enhances participation, completeness and overall data quality in surveys without introducing bias.”
Work engagement as a mediator between employee attitudes and outcomes (2013, background): “Saks (2006) also uses cross-sectional data to argue that overall job satisfaction is a positive outcome of job and organizational engagement, while Simpson (2009), another crosssectional study, suggests that overall job satisfaction is a significant predictor of work engagement.”
Entrepreneurship and dynamic capabilities: how firm age and size affect the ‘capability enhancement–SME performance’ relationship (2012, background): “The response rate was over 24 %, which is within the range common in the SME literature and when surveys heavily involve new and small businesses (Alreck and Settle 1985; Dennis 2003; Newby et al. 2003).”