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What (Not) to Expect When Surveying Executives

A Meta-Analysis of Top Manager Response Rates and Techniques Over Time

United States Air Force Academy

David A. Harrison

Pennsylvania State University

The authors developed hypotheses about the effectiveness of response rate techniques for organizational researchers surveying executives. Using meta-analytic procedures to test those hypotheses, the authors analyzed response rate data from 231 studies that surveyed executives and appeared in top management journals from 1992 to 2003. They found mean response rates to be declining over the period, yielding an overall 32% rate. Of the various methods suggested to increase response rates in other populations, none were found to be effective for executives. However, topical salience and sponsorship by an organization or person in the executive's social networks did bring about response rate increases. The authors provide recommendations about what (not) to do when trying to collectoriginal data from members of a firm's upper echelons.

Key Words: executives • response rates • mailed surveys

Organizational Research Methods, Vol. 9, No. 2, 133-160 (2006)
DOI: 10.1177/1094428105280770


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