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E 43Johan Brink, IIE22 November

Quantitative research Lecture 5

23-04-18

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Agenda

Chapter 6• Indicators• Reliability & Validity• CausalityChapter 7 • Sampling, ReplicationChapter 9 • QuestionnairesChapter 10 • Asking questions• Open closed

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The Quantitative research process1. Theory2. Hypothesis3. Research design4. Devise measurements5. Select research site6. Select research

subjects/respondents7. Collect data8. Process data9. Analyze data10.Conclusions11.Write up

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Operationalization

Concept

(e.g. intelligence)

Measure

(e.g. IQ)

Indicator

(e.g. different test)

Multiple indicators of a concept •One doesn’t capture all individual interpretations•Too narrow or too broad•Different dimensions of a concept (such as culture, performance…)

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Constructs

Construct

Item

IQ

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Reliability & validityReliability– Stability over time– Internal reliability: the coherence of

multiple indicators– Inter-observer consistency: effected by

subjective judgment

Validity– Face validity: getting the focus of

attention– Concurrent and predictive validity –

check with known criterion– Construct & convergent validity: valid

measure of the concept, misinterpretations of constructs from theory. Triangulation with other methods

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Causal studies

• Symmetrical – Both dependent on another

• Reciprocal – Reinforce each other

• Asymmetrical – Reinforce only one

Mill’s method of agreement

Mill’s method of difference

A B C Z

C B E Z

C Z

A B C Z

A B C Z

C Z

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Unit of analysis

• The bits and pieces: ‘countries’, ‘legal system’, ‘payment systems’

• Independent and dependent variables

• Individual or collective constructs

–Culture

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Types of variable

Interval variables• The distance between categories

are identical• A wide range of statistical

techniques can be applied• E.g. TemperatureRatio variables• Classification, order. Distance

and unique origin• E.g .Age in yearsOrdinal variables• Classification & order• -but no equal distance or origin• E.g. Doneness of meat (well –

medium-rare)Nominal/categorical &

Dichotomous variables• No order, no distance & no origin• Two categories – either or• E.g. Gender (M/F)

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Sampling

• Relevant sample• Representative sample• Sampling error– Under & over

representation• Non-response analysis• Stratified and quota

sampling Firm

Marketing Operations Sales

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Size

–Time and cost–Depends on the

variation (standard error)

–Diminishing improvement in precision

•68% of all sample means will be +/- 1* times standard error •The 95% confidence interval:

= Mean -/+ [1,96*standard error]

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Generalizations

Sample

Population

?

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Quantitative research

CRITIQUE• Phenomenological: – Do all individual interpret

the world alike?• How good is the

operationalization?• Constructivistic– Does it capture the real –

daily behavior/social context- or just the constructed research situation

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QuestionnairesPros• Cheap and quick• No interviewer effectCons• Short & clear• Self explained• No additional information – closed

questionsResponse rate ok > 50%• Cover letter /introduction– Why, who, how…– Confidentiality– Follow upPiloting TestInterpretationsDo not include in the sample!

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Open & Closed questions

Open - Reply as they wish+ Their own terms+ Unusual responses+ Do not suggest any answer+ Exploring topics+ Generate closed questions- Time consuming - Have to be coded - Great effort from

respondents

Closed -Fixed alternatives+ Easy process to analyze+ Comparability of answers,

limited # answers - No spontaneity- Force in the answers- Not exhaustive, eventually

irritating

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Types of questions

Factual• Personal information• About others• Informants (such as size of firm.• Test knowledge about)

Attitudes, Beliefs, values…

VignetteScenarios

Filter questions

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Likert scale

Suitable for attitudes, beliefs & values

Types: Yes -No 1-5, 1-10Strongly agree – Undecided - Strongly disagree

• Do not mix type of questions• Always keep you RQ in mind!• What do you want to know?• Is it open for interpretations?

How would you answer it?• General to specific• No threatening questions early• Avoid ambiguous terms: ‘often’,

‘management’…• Avoid long questions• Avoid negative questions: ‘not’

included• Avoid double negotiations• Avoid ‘and’• Avoid general questions• Avoid leading questions: ‘do you

agree• Avoid technical terms