Like many countries, the COVID-19 pandemic has forced Statistics Netherlands to make changes in its fieldwork strategy. Since mid-March 2020, there have been limited opportunities to conduct face-to-face interviews. Therefore, from September 2020, CAPI sampled people are offered the opportunity to respond by telephone. For this purpose, face-to-face interviewers are instructed to persuade the potential respondent at the doorway. When people refuse a face-to-face interview, interviewers ask for a telephone number and try to make an appointment to conduct the interview by telephone. The aim of our study was to investigate the effects of conducting the interview by telephone instead of face-to-face on important survey outcome variables. We were particularly interested in whether differences are due to selection effects or caused by mode-specific measurement errors. Because we did not have the time or capacity to set up a controlled experiment, we performed regression analyses to decompensate the differences between selection effects and mode-specific measurement errors. We used data of the Labour Force Survey (LFS) and the Housing Survey (WoON). Our analysis showed that there were differences in important target variables, for both LFS and WoON. These differences were, however, mainly caused by selection effects – which can be taken into account for during weighting – and were less likely to be caused by mode specific measurement errors. Although there are important limitations and caveats, these findings are supportive to further implement this field strategy.
This paper investigates how management accounting and control systems (operationalized by using Simons’ (1995a) levers of control framework) can be used as devices to support public value creation and as such it contributes to the literature on public value accounting. Using a mixed methods case study approach, including documentary analysis and semi-structured interviews, we found diverging uses of control systems in the Dutch university of applied sciences we investigated. While belief and interactive control systems are used intensively for strategy change and implementation, diagnostic controls were used mainly at the decentral level and seen as devices to make sure that operational and financial boundaries were not crossed. Therefore, belief and interactive control systems lay the foundation for the implementation of a new strategy, in which concepts of public value play a large role, using diagnostic controls to constrain actions at the operational level. We also found that whereas the institution wanted to have interaction with the external stakeholders, in daily practice this takes place only at the phase of strategy formulation, but not in the phase of intermediate strategy evaluation.
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This study provides an in-depth understanding of the perceptions of patients with T2DM before use (acceptability) and after use (acceptance) regarding 4 different mobile health apps for diabetes control and self-management. This study was part of the TOPFIT Citizenlab project. TOPFIT Citizenlab is a 3-year research and innovation program in the eastern part of the Netherlands. Citizens, health care professionals (HCPs), and companies have joined forces with researchers to develop and implement technology for health and well-being.
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