International survey research: Understanding national cultures to increase survey response rate
Cross Cultural Management: An International Journal
ISSN: 1352-7606
Article publication date: 1 May 2009
Abstract
Purpose
The purpose of this paper is to understand national cultural dimensions and identify their relationship to survey‐response strategies.
Design/methodology/approach
This empirical paper will highlight the importance of understanding national cultural dimensions for adopting normative equivalence strategies in international survey research. The survey was sent to 104 Human Resource Directors located in Mexico via email and efax. The paper will identify survey strategies that contributed to a response rate of 49 per cent, which is considered high in cross‐cultural research.
Findings
The importance of normative equivalence strategies in international survey research is highlighted. While semantic and conceptual equivalence are aimed at survey coherence, normative equivalence strategies highlight the significance of the relationship‐building with the respondents. Normative equivalence strategies include identifying people that the respondents will trust and respond to, building an excellent rapport with the respondents, and identifying strategies to be perceived as part of the respondents’ group.
Research limitations/implications
This paper identifies strategies that potential researchers can adopt to increase response rate. Further, it integrates national cultural dimensions and strategies and provides a model that potential researchers can adopt.
Originality/value
This paper associates the latest national cultural dimensions (global leadership and organizational behavior effectiveness study) and survey research strategies – an aspect that has not been addressed in the literature before.
Keywords
Citation
Rao, P. (2009), "International survey research: Understanding national cultures to increase survey response rate", Cross Cultural Management: An International Journal, Vol. 16 No. 2, pp. 165-178. https://doi.org/10.1108/13527600910953919
Publisher
:Emerald Group Publishing Limited
Copyright © 2009, Emerald Group Publishing Limited