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Survey Templates Surveys Corporate Governance and Innovation Final - COPIED

Corporate Governance and Innovation Final - COPIED

Corporate Governance and Innovation


You are invited to participate in our survey on corporate governance and innovation.

Why are some firms better in pursuing radical product innovations than others? Interestingly enough there is little systematic, worldwide evidence to answer this question. The goal of this study is to find some of the answers.

You are part of a small group of managers in Germany who were contacted for this study. Therefore, your answer is of high importance for the successful completion of this study. In previous interviews, managers like you required approximately 15 minutes to fill out the questionnaire.

The identification number on the questionnaire is for administrative purposes only. It enables our team to tick off your name on the list of recipients when your questionnaire is returned. Your name will at no time be put down on the questionnaire. Your answers will under no circumstances be released to anyone outside our academic research team.


If you have questions at any time about the survey or the procedures, you may contact Michael Horn by email at the email address specified below.


Thank you very much for your time and support. Please continue by pressing the Continue button.

Please indicate the industry you are working in:

The following 4 sections deal with questions of corporate governance.

We define your firm in this survey as all the divisions of your organization in your primary or home country.
1. Incentive Systems


A. Please indicate whether the following statements are true or false for your firm:
True
False
Don't know
Our firm offers and emphasizes stock options
Our firm offers and emphasizes employee shares
Our firm offers and emphasizes bonuses
Our firm offers attractive (relative to competitors) other benefits (car policy, health insurance, pension scheme, etc.)
One or all of the above mentioned incentives are linked to the firm's share price
One or all of the above mentioned incentives are linked to the firm's profits
One or all of the above mentioned incentives are linked to the fulfilment of personal targets




B. Please indicate the order of magnitude of the pay differential between average pay and the CEO's pay in your firm (2003):




C. Please indicate the percentage of variable pay for top, middle, and junior management in your firm (2003):
0%
0-20%
20-30%
30-40%
40-50%
>50%
Don't Know
% of total remuneration of top management (level under board of management) that is variable
% of total remuneration of middle management (2 levels under board of management) that is variable
% of total remuneration of junior management (3 levels under board of management) that is variable
2. Management Institutions


Please indicate the extent to which you agree or disagree with the following statements:
Strongly Agree
Somewhat Agree
Neutral
Somewhat Disagree
Strongly Disagree
Don't Know
The leadership's decision style is rather to discuss with colleagues and to then make a lone decision and take the responsibility for it
The leadership's decision style is rather consensus-driven with a collegiate responsibility
Ideas that emerge further down in the hierarchy can easily be communicated to top management, which then often acts as a sponsor
Our firm has many formally established committees (Gremien, Ausschüsse) where we meet and discuss
3. Stakeholder Orientation


A. Please indicate the extent to which you agree or disagree with the following statements:

Strongly Agree
Somewhat Agree
Neutral
Somewhat Agree
Strongly Disagree
Don't Know
Our firm offers attractive (relative to competitors) benefits and pay to its employees
Our firm has always tried to avoid redundancies by offering internal transfers, schooling
Our firm has always offered generous transition packages (termination pay; paid transition period; etc) in case of redundancies
Our firm has a rigid controlling, especially of ROI, ROE, ROA (Return on Investment, Equity, Assets)
Our firm maintains formalized links to investors (analyst conferences; 1-to-1s; Investor Relations; etc.)
There exist strong informal links between our management and the firm's investors/owners



B. Please indicate whether the following statements are true or false for your firm:
True
False
Don't Know
Our firm switched to international accounting standards (IAS, US-GAAP) mainly due to investor demands
Our firm has pursued share buy backs and/or super dividend programs in the past
Our firm has pursued more than one road show in the past year
Our firm maintains lobbying specialists in Berlin, Brussels and/or Washington
Our firm thinks it is necessary to transfer a substantial additional number of jobs to countries with lower wages in the next 5 years
4. Monitoring


Please indicate the extent to which you agree or disagree qith the following statements:
Strongly Agree
Somewhat Agree
Neutral
Somewhat Disagree
Strongly Disagree
Don't Know
The threat of competitors taking over our firm has recurrently been discussed in a formal or informal way
The firm's share price is often discussed in a formal or informal way
The following 4 sections deal with questions of innovation.

Definitions:

  • Radical innovation: involves a substantially different technology while offering sibstantial increase in customer benefits and/or decrease of costs. Example: in 1953, the microwave oven was a radical product innovation relative to conventional ovens (the existing products at that time). A conventional oven with an automatic timer is not a radical product innovation, since it is based on similar technology relative to existing products in the industry. It may, however, be a new product for your firm if your firm has never marketed such a product before.
  • Incremental innovation: involves a core technology that is not significantly new while not considerably improving customer benefits and/or decreasing costs. Example: before 1922, glass was cast on tables in separate batches to make plates. In 1922, a radical process innovation allowed glass to be cast between two rollers on a conveyor belt to make plates in a continuous and much faster process.
We define your firm in this survey as all the divisions of your organization in your primary or home country.

We define your industry as the group of firms anywhere in the world that produce potentially competing products.
1. General Innovativeness

A. Please indicate the extent to which you agree or disagree with the following statements:
Strongly Agree
Somewhat Agree
Neutral
Somewhat Disagree
Strongly Disagree
Don't Know
Our firm is rather a fast follower than a front runner regarding the introduction of products/services based on brand-new technologies
We have no difficulty in introducing products/services that are radically different from existing products/services in the industry
Our firm is rather a fast follower than a front runner regarding the adoption of supply and work processes based on brand-new technologies
We have no difficulty in adopting supply and work processes that are radically different from existing processes in the industry
Product innovation:
Process innovation:


C. Please indicate the percentage of your firm's total sales due to (a) new products/services or (b) processes introduced in the last three years (2001-2003):
0%
0-10%
10-20%
>20%
Don't Know
% of total sales from radical product/service innovations introduced by your firm in the last 3 years (2001-2003)
Percentage of total sales from radical process innovations adopted by your firm in the last 3 years (2001-2003)
 
2. Moderator Structure

Please indicate the extent to which you agree or disagree with the following statements:
Strongly Agree
Somewhat Agree
Neutral
Somewhat Disagree
Strongly Disagree
Don't Know
Our firm has a rather centralized - as opposed to decentralized - organizational structure
Our firm has a rather flat - as opposed to steep - organizational structure
Our firm has many small organizational units that operate relatively autonomously and closely to the market
Our firm structure promotes cross-functional collaboration
Most of our new products/services are based on technologies that were in-licensed from outside partners
We emphasize very much alliances with other firms to develop new products/services
We emphasize very much alliances with other firms to develop new supply and work processes
Our technical personnel keeps close contact with resources at universities and scientific institutes
Our firm has many temporary project groups working on special tasks
3. Moderator Strategy

Please indicate the extent to which you agree or disagree with the following statements:
Strongly Agree
Somewhat Agree
Neutral
Somewhat Disagree
Strongly Disagree
Don't Know
Top management is willing to sacrifice sales of our existing products/services in order to improve sales of our new products/services
Top management frequently communicates the importance of product/process innovation for our firm
We tend to oppose new projects that could take away from sales of our existing products/services
Our firm gives more emphasis to customers of the future, relative to current customers
Market research efforts in our firm are aimed at obtaining information about customers' needs in the future, relative to their current needs
Competitors are better at detecting fundamental shifts in our industry (e.g. competition, technology, regulation); we have to improve here
Our firm is oriented more to the future than the present
We utilize early adopters for new product ideas and feedback
Generally speaking, our customers tend to be rather conservative in their buying habits
4. Moderator Culture

Please indicate the extent to which you agree or disagree with the following statements:
Strongly Agree
Somewhat Agree
Neutral
Somewhat Disagree
Strongly Disagree
Don't Know
It is easy to request support for projects from colleagues in other departments
Managers in our firm are free to take actions even when important individuals in the firm disagree with them
Information flows freely throughout the organization
In our work we trust in colleagues, our leadership, and subordinates
There is little influence by the controlling department on our R&D or new product/services development activities
All new product/service decisions in our firm require the approval of the board of management
Few strategic actions can be taken in business units until the board of management approves these actions
Divisions in our firm frequently enter markets served by other divisions
Before taking major strategic actions, we require consensus from all managers in the firm who will be affected by these actions
We actively communicate our successful and unsuccessful business experiences across all divisions and functions
Strongly Agree
Somewhat Agree
Neutral
Somewhat Disagree
Strongly Disagree
Don't Know
Top management in our firm strongly supports champions of ideas for new products
Top management in our firm strongly supports champions of ideas for new processes
We provide generous monetary rewards to innovative employees
We provide many non-monetary rewards (e.g. recognition, autonomy, prizes) to innovative employees
Employees with new product/process ideas receive no support in our firm
Managers in our firm rarely take risky decisions
Relative to other German firms, we tend to favor higher-risk, higher-return investments
We believe it is often necessary to take calculated risks

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