Abstract
Survey researchers face tradeoffs in resources and quality of data. Normative expectations and a desire to minimize bias from nonresponse oblige methodologists to maximize their returns through carefully designed procedures and prolonged time in the field. The paper considers a case study of national-level (U.S.) survey research on a sample of nonprofit organizations that achieves a 50 percent response rate. One lesson of the research is that researchers cannot compromise on methodology or time in the field if they hope to reach a 50 percent benchmark; a carefully designed and executed procedure of sample preparation, survey delivery, compensation, and follow-up may be necessary for achieving standards that will give readers confidence in the veracity of the conclusions. A second lesson is that additional resource expenditures to achieve a higher response rate would not have substantially reduced the bias on key indicators. Although respondents show bias amid early responders, follow-up over a prolonged field period resulted in a final sample with negligible bias. The results support the contention that a 50 percent response rate is both a rigorous and sufficient benchmark for studies of nonprofit organizations.
