Nonprofit and Voluntary Sector Quarterly

 

Advanced Search

Journal Navigation

Journal Home

Subscriptions

Archive

Contact Us

Table of Contents

Register here to gain access to SAGE's 500+ Journals Online

Click here for more information on The Virtual Advisor

Sign In to gain access to subscriptions and/or personal tools.
This Article
Right arrow Full Text (PDF)
Right arrow References
Right arrow Alert me when this article is cited
Right arrow Alert me if a correction is posted
Services
Right arrow Email this article to a friend
Right arrow Similar articles in this journal
Right arrow Alert me to new issues of the journal
Right arrow Add to Saved Citations
Right arrow Download to citation manager
Right arrowRequest Permissions
Right arrow Request Reprints
Right arrow Add to My Marked Citations
Citing Articles
Right arrow Citing Articles via HighWire
Right arrow Citing Articles via Google Scholar
Google Scholar
Right arrow Articles by Smith, J.
Right arrow Search for Related Content
Social Bookmarking
Add to CiteULike   Add to Connotea   Add to Del.icio.us   Add to Digg   Add to Reddit   Add to Technorati  
What's this?
Nonprofit and Voluntary Sector Quarterly, Vol. 26, No. 3, 359-368 (1997)
DOI: 10.1177/0899764097263007

Notes

Nonresponse Bias in Organizational Surveys: Evidence from a Survey of Groups and Organizations Working for Peace

Jackie Smith

State University of New York-Stony Brook

Nonresponse bias is a major concern for scholars using survey research, as low response rates can lead to serious problems in the generalizability of survey results. Numerous studies have been made to estimate the effects of nonresponse bias on survey results, but these have typically considered only surveys treating individual respondents as the unit of analysis. Organizational theory should lead scholars, however, to expect important differences between individual and organizational survey designs in the sources and effects of nonresponse bias. In this article, the author compares characteristics of organizations responding to a survey of organizations working for peace with those of organizations that failed to respond. The analysis shows that organizational informants behave differently from individual survey targets and that a theory of nonresponse bias in organizational surveys is needed to improve organizational survey designs so as to minimize and account for nonresponse bias.


Add to CiteULike CiteULike   Add to Connotea Connotea   Add to Del.icio.us Del.icio.us   Add to Digg Digg   Add to Reddit Reddit   Add to Technorati Technorati    What's this?


This article has been cited by other articles:


Home page
 Nonprofit and Voluntary Sector QuarterlyHome page
K. Snavely and M. B. Tracy
Development of Trust in Rural Nonprofit Collaborations
Nonprofit and Voluntary Sector Quarterly, March 1, 2002; 31(1): 62 - 83.
[Abstract] [PDF]

Home page
 Nonprofit and Voluntary Sector QuarterlyHome page
B. Edwards, L. Mooney, and C. Heald
Who is Being Served? The Impact of Student Volunteering on Local Community Organizations
Nonprofit and Voluntary Sector Quarterly, September 1, 2001; 30(3): 444 - 461.
[Abstract] [PDF]