Global Investment Competitiveness Survey 2019
Brazil, China, Indonesia...and 7 more, 2019
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Reference ID
WLD_2019_GICS_v01_M
Producer(s)
World Bank Group
Collection(s)
Metadata
Created on
Oct 20, 2020
Last modified
Jun 13, 2022
Page views
20398
Downloads
1408
Identification
Survey ID Number
WLD_2019_GICS_v01_M
Title
Global Investment Competitiveness Survey 2019
Country/Economy
| Name | Country code |
|---|---|
| Brazil | BRA |
| China | CHN |
| Indonesia | IDN |
| India | IND |
| Mexico | MEX |
| Malaysia | MYS |
| Nigeria | NGA |
| Thailand | THA |
| Turkiye | TUR |
| Vietnam | VNM |
Series Information
A previous GICS was conducted in 2017.
Abstract
The Global Investment Competitiveness 2019 Survey was conducted June–November 2019 through 30-minute phone interviews in the primary business language(s) of the host economies. The survey captures the experiences and perceptions of MNE affiliates on global megatrends and investment climate factors in 10 middle-income countries (MICs): Brazil, China, India, Indonesia, Malaysia, Mexico, Nigeria, Thailand, Turkey, and Vietnam. The survey was administered to senior executives of foreign-owned firms. Information was collected on the companies’ general characteristics, the importance and effect of global megatrends on business operations, contribution to the host economy, and the importance of investment policy factors and operational obstacles they face. The survey was designed to generate results that are representative at the country level and comparable across countries.
More information:
https://www.worldbank.org/en/topic/competitiveness/publication/global-investment-competitiveness-report-2019-2020
More information:
https://www.worldbank.org/en/topic/competitiveness/publication/global-investment-competitiveness-report-2019-2020
Kind of Data
Sample survey data [ssd]
Unit of Analysis
Firm, affiliate of multinational company
Version
Version Date
2020-10-07
Coverage
Geographic Coverage
Brazil, China, India, Indonesia, Malaysia, Mexico, Nigeria, Thailand, Turkey, and Vietnam.
Universe
Firms (affiliates of multinational company) in 10 middle-income countries (MICs): Brazil, China, India, Indonesia, Malaysia, Mexico, Nigeria, Thailand, Turkey, and Vietnam.
Producers and sponsors
Primary investigators
| Name |
|---|
| World Bank Group |
Producers
| Name | Affiliation | Role |
|---|---|---|
| Abhishek Saurav | World Bank Group | Primary Investigator |
| Ryan Kuo | World Bank Group | Consultant |
| Peter Kusek | World Bank Group | TTL |
Funding Agency/Sponsor
| Name |
|---|
| World Bank Group |
Sampling
Sampling Procedure
The survey represents experiences and perceptions of a representative sample of foreign-owned firms in each of 10 MICs: Brazil, China, India, Indonesia, Malaysia, Mexico, Nigeria, Thailand, Turkey, and Vietnam. Each country sample comprises roughly 250 foreign-owned firms with at least five employees. In each country, roughly 125 respondent firms operate in the manufacturing sector, and roughly 125 respondent firms operate in the services sector (see tables 1 and 2 in survey report provided as related documents). The only exception is Nigeria, where because of sampling frame limitations, the sample comprises 164 respon¬dents (55 manufacturing and 109 services). Thus, across the 10 target countries, more than 2,400 responses were collected.
Sampling frames comprising partially or fully foreign-owned businesses in the 10 MICs were constructed using commercially available and proprietary sources (Dunn & Bradstreet, Orbis/Bureau van Dijk, Sample Solutions, and others). The frames were de-duplicated and cleaned, and data quality was enhanced using standard sample framing and data manipulation techniques. In some sampling frames, all affiliates were contacted to reach the target sample size. In others, only select affiliates were contacted before the target was reached.
Sampling frames comprising partially or fully foreign-owned businesses in the 10 MICs were constructed using commercially available and proprietary sources (Dunn & Bradstreet, Orbis/Bureau van Dijk, Sample Solutions, and others). The frames were de-duplicated and cleaned, and data quality was enhanced using standard sample framing and data manipulation techniques. In some sampling frames, all affiliates were contacted to reach the target sample size. In others, only select affiliates were contacted before the target was reached.
Deviations from the Sample Design
The only exception is Nigeria, where because of sampling frame limitations, the sample comprises 164 respon¬dents (55 manufacturing and 109 services). Thus, across the 10 target countries, more than 2,400 responses were collected.
Response Rate
The overall response rate for the survey was 9.3 percent. This response rate is consistent with the current expected range for phone-based business surveys. The main fieldwork of the survey leveraged lessons from empirical research in survey design and administration to implement the strategies described below to ensure high response rates.
Data Collection
Dates of Data Collection
| Start | End |
|---|---|
| 2019/06/01 | 2019/11/30 |
Data Collection Mode
Computer Assisted Telephone Interview [cati]
Data Collection Notes
The World Bank Group commissioned an international survey firm, Kantar Public, to conduct 30-minute phone interviews with tar¬get respondents. The interviews were conducted by enumerators, and response data were entered in a computer system, a setup commonly referred to as computer-assisted telephone interviews (CATIs). The interviews were conducted in nine languages: Bahasa Indonesia, Mandarin Chinese, Cantonese Chinese, English, Portuguese, Spanish, Thai, Turkish, and Vietnamese. In addition to the main survey questions, each inter¬view included a screener phase to ensure the eligibility of respondents. The inter¬views were conducted between June and November 2019.
The survey was piloted in all 10 countries to test the survey instrument in various lan¬guages and to identify effective strategies to increase response rates. The lessons from the pilot phase were used to reduce administra¬tion time and enhance overall clarity of the survey instrument.
The overall response rate for the survey was 9.3 percent. This response rate is consis¬tent with the current expected range for phone-based business surveys. The main fieldwork of the survey leveraged lessons from empirical research in survey design and administration to implement the strategies described below to ensure high response rates.
Potential respondents were notified by email before the survey. Building on research evidence, a prenotification email with World Bank Group and International Finance Corporation (IFC) branding was sent to poten¬tial respondents to signal that the survey would contribute to important global policy research. The prenotification emails also directed poten¬tial respondents to an informational website (www.investorsurvey.net) to obtain additional information about the survey, including a (view-only) copy of the survey questionnaire. These measures aimed to lower information barriers and enhance trust between respon¬dents and interviewers, thereby improving the likelihood of securing an interview with senior executives.
An easy-to-follow survey questionnaire was administered by well-trained profes¬sional CATI enumerators. The survey questionnaire, in the country’s primary busi¬ness language, was used to ensure than it could be completed within a reasonable time frame. The online read-only version of the questionnaire was available to be consulted during the interview. The fieldwork manag¬ers and CATI enumerators were screened to ensure experience in conducting business and market research, and they underwent specific interviewer training to prepare for this survey. A questionnaire manual with detailed explanations of the questionnaire also served as a reference source while the survey was being administered.
Survey administration arrangements prior¬itized respondents and constraints on the time of senior executives. Sensitive to variability in typical business hours and local norms around time use, CATI enumerators attempted to establish contact and schedule interviews during conducive time periods. Survey administration arrangements such as timing of calls, language options, repeat follow-up attempts, and scheduled callbacks were implemented to maximize the likelihood of obtaining responses from the contacted sample. In case of initial failure to reach the intended respondent, 5–10 follow-up call attempts were made.
As a token of appreciation, respondents were promised a set of nonmonetary incen¬tives. A key constraint to survey participation is the opportunity cost of time. Business surveys impose a net cost on respondents, requiring executives to apportion productive time away from work. Research largely supports the use of incentives as an effective means to increase response rates. To encourage potential respondents to “invest” time in the survey, interviewers (a) emphasized the important policy research that the survey will inform; (b) promised to send respondents a copy of the final research report; (c) promised to send respondents a cer¬tificate of appreciation; and (d) noted that a charitable donation would be made to the United Nations Children’s Fund (UNICEF) when the target number of surveys was reached.
The survey was piloted in all 10 countries to test the survey instrument in various lan¬guages and to identify effective strategies to increase response rates. The lessons from the pilot phase were used to reduce administra¬tion time and enhance overall clarity of the survey instrument.
The overall response rate for the survey was 9.3 percent. This response rate is consis¬tent with the current expected range for phone-based business surveys. The main fieldwork of the survey leveraged lessons from empirical research in survey design and administration to implement the strategies described below to ensure high response rates.
Potential respondents were notified by email before the survey. Building on research evidence, a prenotification email with World Bank Group and International Finance Corporation (IFC) branding was sent to poten¬tial respondents to signal that the survey would contribute to important global policy research. The prenotification emails also directed poten¬tial respondents to an informational website (www.investorsurvey.net) to obtain additional information about the survey, including a (view-only) copy of the survey questionnaire. These measures aimed to lower information barriers and enhance trust between respon¬dents and interviewers, thereby improving the likelihood of securing an interview with senior executives.
An easy-to-follow survey questionnaire was administered by well-trained profes¬sional CATI enumerators. The survey questionnaire, in the country’s primary busi¬ness language, was used to ensure than it could be completed within a reasonable time frame. The online read-only version of the questionnaire was available to be consulted during the interview. The fieldwork manag¬ers and CATI enumerators were screened to ensure experience in conducting business and market research, and they underwent specific interviewer training to prepare for this survey. A questionnaire manual with detailed explanations of the questionnaire also served as a reference source while the survey was being administered.
Survey administration arrangements prior¬itized respondents and constraints on the time of senior executives. Sensitive to variability in typical business hours and local norms around time use, CATI enumerators attempted to establish contact and schedule interviews during conducive time periods. Survey administration arrangements such as timing of calls, language options, repeat follow-up attempts, and scheduled callbacks were implemented to maximize the likelihood of obtaining responses from the contacted sample. In case of initial failure to reach the intended respondent, 5–10 follow-up call attempts were made.
As a token of appreciation, respondents were promised a set of nonmonetary incen¬tives. A key constraint to survey participation is the opportunity cost of time. Business surveys impose a net cost on respondents, requiring executives to apportion productive time away from work. Research largely supports the use of incentives as an effective means to increase response rates. To encourage potential respondents to “invest” time in the survey, interviewers (a) emphasized the important policy research that the survey will inform; (b) promised to send respondents a copy of the final research report; (c) promised to send respondents a cer¬tificate of appreciation; and (d) noted that a charitable donation would be made to the United Nations Children’s Fund (UNICEF) when the target number of surveys was reached.
Access policy
Contacts
| Name | Affiliation | |
|---|---|---|
| Abhishek Saurav | World Bank Group | asaurav@worldbank.org |
Confidentiality
Access conditions
Public Use Files
Citation requirements
Use of the dataset must be acknowledged using a citation which would include:
- the Identification of the Primary Investigator
- the title of the survey (including country, acronym and year of implementation)
- the survey reference number
- the source and date of download
Example:
World Bank Group.2020. Global Investment Competitiveness Survey (GICS) 2019. Ref: WLD_2020_GICS_v01_M. Downloaded from [uri] on [date].
- the Identification of the Primary Investigator
- the title of the survey (including country, acronym and year of implementation)
- the survey reference number
- the source and date of download
Example:
World Bank Group.2020. Global Investment Competitiveness Survey (GICS) 2019. Ref: WLD_2020_GICS_v01_M. Downloaded from [uri] on [date].
Access authority
| Name | Affiliation | URL |
|---|---|---|
| Microdata Library | World Bank | microdata.worldbank.org |
Metadata production
DDI Document ID
DDI_WLD_2019_GICS_v02_M
Producers
| Name | Abbreviation | Affiliation | Role |
|---|---|---|---|
| Development Data Group | DECDG | World Bank | Documentation of the DDI |
Date of Metadata Production
2020-10-07
DDI Document version
DDI Document - Version 02 - (04/21/21)
This version is identical to DDI_WLD_2019_GICS_v01_M but country field has been updated to capture all the countries covered by survey.
OrderedDict([('@date', '2020-10-07')])
This version is identical to DDI_WLD_2019_GICS_v01_M but country field has been updated to capture all the countries covered by survey.
OrderedDict([('@date', '2020-10-07')])