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3.3. SAMPLE AND MEASUREMENT 67 3.3 Sample and Measurement The current section contains parts that are largely similar to parts of chapter 2. This similarity is due to the use of the same survey instrument and sample. Subsections 3.3.1 and 3.3.2 are marked with an asterisk to indicate this repetition. The reader may want to skip these parts. 3.3.1 Sample(*) This study uses primary data collected from 325 business units with an extensive survey instrument. The questionnaire was filled out by business unit managers contacted through student’s professional network. This approach has several benefits. The first benefit is respondent identification. The students were instructed to identify managers, who are responsible for an autonomous organizational body engaged in multiple activities (e.g., purchasing, production, and sales). Furthermore, the respondent should have a superior within the organization (in other words: the respondent should not be the CEO). The second benefit is the possibility to conduct face-to-face interviews, which improves the valid interpretation of and careful responding to the questions by the respondent. During these interviews, the student can explain the survey questions (using a strict protocol provided by the researcher) to the business unit manager who answers the questions in the survey and fills out the questionnaire. BU size Firm size Table 3.1: Summary Statistics on Sample Panel A - size N Mean Std. dev. of mean Min. Max. FTE 325 220 439 10 5.000 Revenue (mio EURO) 292 196 840 1 1.000 FTE 321 14.730 41.771 31 470.123 Revenue (mio EURO) 301 7.775 43.240 4 600.000 Panel B - sector BU sector Production 54 Firm sector Production 71 Services 181 Services 170 Financial 52 Financial 62 Not-for-profit 57 Not-for-profit 64
68 CHAPTER 3. NOISE REDUCTION EFFECTIVENESS The observations include data from production business units (17%), service BUs (56%), financial services (16%), and BUs operating in the not-for-profit sector (18%) 3 . Similarly diverse responses to the variance of sectors at the BU-level were provided on the question about the respondents firm’s sector. Table 3.1 summarizes the background information on the respondents’ business units and the firm to which each business unit belongs. 3.3.2 The Questionnaire(*) The survey instrument was specifically designed for this research following the Tailored Design Method (Dillman 2000) where applicable to the specific research setting 4 . The survey instrument relies heavily on previously used and validated questions. Some of those measures are well established (e.g., the measure for information asymmetry is largely based on Dunk (1993)). Other questions were specifically constructed for this survey. For example, the measures for the dependent variable -that measures the use of RPE- are purpose-developed. To increase the reliability of the instrument, the survey instrument was thoroughly pretested using Hak’s Three-Step Test Interview method (abbreviated: TSTI) (Hak et al. 2008). This method is an observational instrument for pretesting self-completion questionnaires 5 . TSTI works through observing actual instances of interaction between respondents and the instrument. Because this process mainly consists of cognitive processing and is therefore hidden from the observer, ‘thinking aloud’ is used as a technique for making the thought process observable (Hak et al. 2008). Through this process, TSTI helps to identify problems in questionnaires, which often leads to modification of the instrument. Three rounds of pre-tests with twelve managers 6 ensured a thorough and correct understanding of the questions and response categories. 3 These percentages sum to 107% because some business units operate in more than one sector. Multiple answers to the related question are considered valid. 4 The Tailored Design Method is specifically designed for mail and internet surveys. Many of the guidelines provided by Dillman (2000) are applicable to the survey design, but others specifically apply to mailed surveys instead of face-to-face survey interviews. 5 Although the survey was not a self-completion questionnaire in the sense that the respondents did not fill out the survey by themselves, but together with the interviewing student, I still value the contribution of TSTI. Filling out the survey was outside of the direct sphere of influence of the researcher, but was carried out by -carefully briefed- students. 6 The pre-test participants’ organizations show great diversity, ranging from production to consulting, educational and financial services, and from very large to smaller business units, including both for-profit and not-for-profit organizations.
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Relative Performance Evaluation in
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NYENRODE BUSINESS UNIVERSITEIT Rela
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Table of Contents Preface 1 General
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Preface Why do people make things h
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2 CHAPTER 1. GENERAL INTRODUCTION I
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4 CHAPTER 1. GENERAL INTRODUCTION o
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6 CHAPTER 1. GENERAL INTRODUCTION T
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8 CHAPTER 1. GENERAL INTRODUCTION F
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10 CHAPTER 1. GENERAL INTRODUCTION
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Chapter 2 The Use of Relative Perfo
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2.1. INTRODUCTION 15 is not a promi
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Page 40 and 41: 2.3. SAMPLE AND MEASUREMENT 31 Comp
Page 42 and 43: 2.3. SAMPLE AND MEASUREMENT 33 this
Page 44 and 45: 2.3. SAMPLE AND MEASUREMENT 35 Emph
Page 46 and 47: 2.4. ANALYSES 37 2.4 Analyses This
Page 48 and 49: 2.4. ANALYSES 39 Table 2.8: RPE use
Page 50 and 51: 2.4. ANALYSES 41 2.4.2 Correlations
Page 52 and 53: 2.4. ANALYSES 43 Concerning the con
Page 54 and 55: 2.4. ANALYSES 45 Table 2.13: Result
Page 56 and 57: 2.4. ANALYSES 47 Table 2.15: Summar
Page 58 and 59: 2.5. CONCLUSIONS AND DISCUSSION 49
Page 62 and 63: 2.6. CONTRACTIBILITY MIMIC MODEL (A
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Page 66 and 67: 2.7. ANALYSES FOR FOR-PROFIT BUS (A
Page 68 and 69: Chapter 3 Does Relative Performance
Page 70 and 71: 3.1. INTRODUCTION 61 Holmstrom’s
Page 72 and 73: 3.2. DEVELOPMENT OF THE MODEL 63 3.
Page 74 and 75: 3.2. DEVELOPMENT OF THE MODEL 65 RP
Page 80 and 81: 3.3. SAMPLE AND MEASUREMENT 71 Tabl
Page 82 and 83: 3.3. SAMPLE AND MEASUREMENT 73 Tabl
Page 84 and 85: 3.4. ANALYSES 75 3.4 Analyses This
Page 86 and 87: 3.4. ANALYSES 77 Table 3.9: Pearson
Page 92 and 93: 3.4. ANALYSES 83 Larcker & Rusticus
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Page 98 and 99: 4.1. INTRODUCTION 89 Moreover, chap
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Page 110 and 111: 4.3. SAMPLE AND MEASUREMENT 101 Tab
Page 112 and 113: 4.4. ANALYSES 103 Table 4.8: Items
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Page 116 and 117: 4.4. ANALYSES 107 The model does sh
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Page 120 and 121: 4.4. ANALYSES 111 room for manageri
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Chapter 5 Conclusion 5.1 Summary, C
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5.1. SUMMARY, CONCLUSIONS AND DISCU
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5.2. IMPLICATIONS FOR PRACTICE 125
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5.3. LIMITATIONS AND SUGGESTIONS FO
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Appendix Overview of Questionnaire
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Q5 How often do the following thing
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Q14 When serving your clients, how
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Q23 Please indicate whether you agr
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Noise Q34 NOISE (primary measure) P
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References 1. Abernethy, M.A., Bouw
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26. Diamantopoulos, A. & Siguaw, J.
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52. Himmelberg, C.P. & Hubbard R.G.
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83. Towry, K. 2003. ‘Control in a
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148 beïnvloeden, veroorzaken ruis
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Biography Hilco van Elten (1979) ho
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