pdf - Nyenrode Business Universiteit
pdf - Nyenrode Business Universiteit
pdf - Nyenrode Business Universiteit
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4.3. SAMPLE AND MEASUREMENT 95<br />
4.3 Sample and Measurement<br />
The current section contains parts that are largely similar to parts of chapters 2 and 3.<br />
This section is similar because it uses the same survey instrument and, in part, the same<br />
measures. Subsections 4.3.1 and 4.3.2 and parts of subsection 4.3.3 are marked with an<br />
asterisk to indicate this repetition. The reader may wish to skip these parts.<br />
RPE use<br />
Information<br />
Asymmetry<br />
- Goal<br />
Ambiguity<br />
- Measurability of<br />
Outputs<br />
- Decentralization<br />
4.3.1 Sample(*)<br />
✻ Positive<br />
Figure 4.2: Causal Model<br />
Negative (H1)<br />
Positive<br />
Room for<br />
Managerial<br />
Opportunism<br />
This study uses primary data collected from 325 business units with an extensive survey<br />
instrument. The questionnaire was filled out by business unit managers contacted through<br />
students’ professional networks. This approach has several benefits. The first is respondent<br />
identification. The students were instructed to identify managers who are responsible<br />
for an autonomous organizational body engaged in multiple activities (e.g., purchasing,<br />
production, and sales). Furthermore, the respondent should have a superior within the<br />
organization (in other words, the respondent should not be the CEO). The second benefit<br />
is the possibility to conduct face-to-face interviews, which improves the respondent’s valid<br />
interpretation of and careful responding to the questions. During these interviews, the<br />
student can explain the survey questions (using a strict protocol provided by the researcher)<br />
✻<br />
❄<br />
✻