• Wei Jiang
Part of the Contributions to Management Science book series (MANAGEMENT SC.)


The previous chapter provided an in-depth examination of the relevant literature from which several hypotheses were developed. This chapter provides an overview of research methodology employed in this study, beginning with the explanation of the research design and the unit of analysis. A discussion regarding to the exploratory and conclusive research phases follows, including the description of the subjects, sampling and data collection procedures. Research instruments and design used in both exploratory and conclusive research are presented. Following this is a description of non-response issues, ethics, data coding and editing, and an overview of statistic techniques to be used in the subsequent data analyses. A profile of respondents and their organisations is provided at the end of the chapter.


Dynamic Capability Mail Survey Cover Letter Common Method Variance Organisational Resource 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.


  1. Aaker DA, Kumar V, Day GS, Lawley M, Stewart D (2007) Marketing research, 2nd edn. Wiley, New YorkGoogle Scholar
  2. Adler N, Campbell N, Laurent A (1989) In search of appropriate methodology: from outside the People’s Republic of China looking in. J Int Bus Stud 20(1):61–74CrossRefGoogle Scholar
  3. Amoo T, Friedman HH (2000) Overall evaluation rating scales: an assessment. Int J Mark Res 42(3):301–310Google Scholar
  4. Atuahene-Gima K (2005) Resolving the capability—rigidity paradox in new product innovation. J Mark 69(4):61–83CrossRefGoogle Scholar
  5. Bagozzi RP, Youjae Y, Phillips LW (1991) Assessing construct validity in organizational research. Adm Sci Q 36(3):421–458CrossRefGoogle Scholar
  6. Chang S-J, van Witteloostuijn A, Eden L (2010) From the editors: common method variance in international business research. J Int Bus Stud 41(2):178–184CrossRefGoogle Scholar
  7. Chen H-h, Lee P-y, Lay T-j (2009) Drivers of dynamic learning and dynamic competitive capabilities in international strategic alliances. J Bus Res 62(12):1289–1295CrossRefGoogle Scholar
  8. Churchill GA, Brown TJ (2007) Basic marketing research, 6th edn. Thomson South-Western, MelbourneGoogle Scholar
  9. Churchill GA, Dawn I (2005) Marketing research: methodological foundations, 9th edn. Dryden Press, Fort WorthGoogle Scholar
  10. Churchill GA, Brown TJ, Suter TA (2010) Basic marketing research, 7th edn. South-Western, Mason, p c2010Google Scholar
  11. Cortina JM (1993) What is coefficient alpha? An examination of theory and applications. J Appl Psychol 78(1):98–104CrossRefGoogle Scholar
  12. Crampton SM, Wagner Iii JA (1994) Percept-percept inflation in microorganizational research: an investigation of prevalence and effect. J Appl Psychol 79(1):67–76CrossRefGoogle Scholar
  13. Danneels E (2008) Organizational antecedents of second-order competences. Strateg Manage J 29(5):519–543CrossRefGoogle Scholar
  14. Das TK, Teng B (2000) A resource-based theory of strategic alliances. J Manage 26(1):31–61Google Scholar
  15. De Vaus DA (2002) Analyzing social science data. Sage, LondonGoogle Scholar
  16. Diaz de Rada V (2005) Influence of questionnaire design on response to mail surveys. Int J Soc Res Methodol 8(1):61–78CrossRefGoogle Scholar
  17. Dillman DA (1978) Mail and telephone surveys: the total design method. Wiley, New York/ChichesterGoogle Scholar
  18. Dillman DA (2000) Mail and internet surveys: the tailored design method. Wiley, New York/ChichesterGoogle Scholar
  19. Dong L, Glaister KW (2006) Motives and partner selection criteria in international strategic alliances: perspectives of Chinese firms. Int Bus Rev 15(6):577–600CrossRefGoogle Scholar
  20. Douglas SP, Craig SC (eds) (1984) Establishing equivalence in comparative consumer research. Praeger Publishers, New YorkGoogle Scholar
  21. Eisenhardt KM, Martin JA (2000) Dynamic capabilities: what are they? Strateg Manage J 21(10/11):1105–1121CrossRefGoogle Scholar
  22. Fahy J (1998) Improving response rates in cross-cultural mail surveys. Ind Mark Manage 27(6):459–467CrossRefGoogle Scholar
  23. Greenley GE (1995) Market orientation and company performance: empirical evidence from UK companies. Br J Manage 6(1):1–14CrossRefGoogle Scholar
  24. Hair JF Jr, Black WC, Babin BJ, Anderson RE, Tatham RL (2006) Multivariate data analysis, 6th edn. Pearson Prentice Hall, Upper Saddle RiverGoogle Scholar
  25. Huck SW (2008) Reading statistics and research, 5th edn. Pearson/Allyn & Bacon, BostonGoogle Scholar
  26. Jick TD (1979) Mixing qualitative and quantitative methods: triangulation in action. Adm Sci Q 24(4):602–611CrossRefGoogle Scholar
  27. Kumar N, Stern LW, Anderson JC (1993) Conducting interorganizational research using key informants. Acad Manage J 36(6):1633–1651CrossRefGoogle Scholar
  28. Lindell MK, Whitney DJ (2001) Accounting for common method variance in cross-sectional research designs. J Appl Psychol 86(1):114–121CrossRefGoogle Scholar
  29. Luo Y (2002) Partnering with foreign firms: how do Chinese managers view the governance and importance of contracts. Asia Pac J Manage 19(1):127–152CrossRefGoogle Scholar
  30. Malhotra NK (2007) Marketing research: an applied orientation, 5th edn. Prentice Hall, Upper Saddle RiverGoogle Scholar
  31. Malhotra NK, Kim SS, Patil A (2006) Common method variance in IS research: a comparison of alternative approaches and a reanalysis of past research. Manage Sci 52(12):1865–1883CrossRefGoogle Scholar
  32. Malhotra NK, Hall J, Shaw M, Oppenheim P (2008) Essentials of marketing research: an applied orientation, 2nd edn. Pearson Education Australia, Frenchs ForestGoogle Scholar
  33. Mavondo FT, Chimhanzi J, Stewart J (2005) Learning orientation and market orientation-relationship with innovation, human resource practices and performance. Eur J Mark 39(11/12):1235–1263CrossRefGoogle Scholar
  34. McDaniel CD, Gates RH (2007) Marketing research essentials—SPSS for windows, 6th edn. Wiley, HobokenGoogle Scholar
  35. Nasution HN, Mavondo FT (2008) Organisational capabilities: antecedents and implications for customer value. Eur J Mark 42(3/4):477–501CrossRefGoogle Scholar
  36. Ping RAJ (2004) On assuring valid measures for theoretical models using survey data. J Bus Res 57(2):125–141CrossRefGoogle Scholar
  37. Podsakoff PM, Organ DW (1986) Self-reports in organizational research: problems and prospects [Article]. J Manage 12(4):531–545Google Scholar
  38. Podsakoff PM, MacKenzie SB, Lee J, Podsakoff NP (2003) Common method biases in behavioral research: a critical review of the literature and recommended remedies. J Appl Psychol 88(5):879–903CrossRefGoogle Scholar
  39. Saunders M, Lewis P, Thornhill A (2009) Research methods for business students, 5th edn. FT/Prentice Hall, HarlowGoogle Scholar
  40. Seidler J (1974) On using informants: a technique for collecting quantitative data and controlling measurement error in organization analysis. Am Sociol Rev 39(6):816–831CrossRefGoogle Scholar
  41. Sekaran U (2003) Research methods for business: a skill-building approach, 4th edn. Wiley, New York/ChichesterGoogle Scholar
  42. Spector PE (1987) Method variance as an artifact in self-reported affect and perceptions at work: myth or significant problem? J Appl Psychol 72(3):438–443CrossRefGoogle Scholar
  43. Tabachnick BG, Fidell LS (2007) Using multivariate statistics, 5th edn. Pearson Education, BostonGoogle Scholar
  44. Tan J (2001) Innovation and risk-taking in a transitional economy: a comparative study of Chinese managers and entrepreneurs. J Bus Ventur 16(4):359–377CrossRefGoogle Scholar
  45. Tan J (2003) Curvilinear relationship between organizational slack and firm performance: evidence from Chinese state enterprises. Eur Manage J 21(6):740–749CrossRefGoogle Scholar
  46. Williams LJ, Ronald Buckley M, Cote JA (1989) Lack of method variance in self-reported affect and perceptions at work: reality or artifact? J Appl Psychol 74(3):462CrossRefGoogle Scholar
  47. Wu L (2010) Applicability of the resource-based and dynamic-capability views under environmental volatility. J Bus Res 63(1):27–31CrossRefGoogle Scholar
  48. Yan A, Gray B (2001) Antecedents and effects of parent control in international joint ventures. J Manage Stud 38(3):393–416CrossRefGoogle Scholar
  49. Yoshino MY, Rangan US (1995) Strategic alliances: an entrepreneurial approach to globalization. Harvard Business School Press, BostonGoogle Scholar

Copyright information

© Springer-Verlag Berlin Heidelberg 2014

Authors and Affiliations

  • Wei Jiang
    • 1
  1. 1.Department of Marketing School of ManagementXiamen UniversityXiamenChina

Personalised recommendations