Netflix Organizational Change. Netflix Organizational Structure 2026. Case Study: Netflix Change Management Organizational Structure of Netflix.

Netflix

Netflix is an online video streaming platform that allows users to watch movies, dramas, TV shows, and cartoons. The user can watch all these videos through a subscription service. Netflix regularly adds new films, series, and TV shows to the chart so users can watch them instantly.

It ranks in the top 50 sites, following Google, YouTube, Yahoo, Facebook, and Twitter. Thus, Netflix has become the most popular video streaming site or web portal in the world.

What is Organizational Change?

Organizational change is a business transformation in which a company changes its business tools, such as policies, strategies, operations, structures, and culture. The key drivers of organizational change are technology, globalization, new market conditions, poor performance, and customer demand.

The management changes enable the company to cope with the digital era. Therefore, many organizations have accepted technological changes to adjust to the digital age. It assists the company in changing old systems with new tools to achieve the business goal.

Organizational Change Examples

Netflix is one of the best examples of management change. It accepts the changes to cope with the new context. Netflix’s organizational change is a real-life example of Lewin’s change management model. The management needs to pass a few stages to complete the full process. Technology, culture, and environment are the most significant factors that foster an organization’s acceptance of change.

Netflix’s Organizational Change has replaced the old procedures with new techniques to adjust to the current situation. So, Netflix is the most general example of management change. Additionally, Wipro, Infosys, Samsung, and Amazon accepted the change to achieve business success.

Netflix Change Management Case Study

The Netflix change management case study includes the organizational change at Netflix. Additionally, it describes the history of the Netflix business change model. The author presents a change management case study of Netflix for students.

Netflix Organizational Change

Technology has changed the world in many ways, including education, business, sports, and entertainment. Many renowned companies have been closed due to new technology such as computers, smartphones, and social media. Some have managed to cope with the force of change by applying sophisticated strategies and accepting organizational change.

Netflix is one of the best examples of a company that has changed its business model and strategy to survive. It has handled the force of organizational change to achieve a competitive advantage. Hence, it has become the most popular video streaming site among netizens.

Netflix was founded in 1997 in California, USA. However, in 1998, Netflix began operating as a DVD-by-mail rental service. The product was a rent-by-mail DVD, and the payment system was the pay-per-rental model.

The following year, in 1999, Netflix launched a new subscription service allowing customers to rent DVDs at a monthly rate. This service allowed subscribers to enjoy unlimited DVD rentals for a monthly fee. So, the change was from the pay-for-use model to a monthly subscription model. Subscribers choose movie and video titles from Netflix’s official website. After that, the distributors send the shows on DVDs to the subscribers.

Netflix Change Management Case Study

In 2007, Netflix introduced a new video streaming feature for films and television series. The proper utilization of the force of change has helped to achieve success. However, it is believed that Netflix is one of the most popular platforms for watching new movies, drama series, TV shows, and so more. They have achieved a competitive advantage by adopting new features in response to audience demand.

The three main divisions of Netflix management are functional, geographical, and product teams. The operational division includes the CEO, content, communications, talent, finance, legal, and related functions. Additionally, the geographical team consists of local and international services. Finally, the product team controls and ensures quality content.

Additional Change Management at Netflix

In 2011, Netflix introduced its mobile apps and iOS service for smartphone users. Smartphone users can download the apps for free from the Play Store.

Recently, Netflix switched from HTTP to HTTPS encryption to better protect viewers’ privacy.

In 2016, Netflix launched its offline playback system to cache content. Therefore, Netflix mobile app users can watch high-quality cached content without an internet connection.

In 2018, Netflix added the “the Skip Intro” option for customers to skip show intros. So, the users can skip the video if they want.

In 2022, Netflix began alerting customers when they shared their account IDs and passwords with others.

In 2022, Netflix intended to extend its business into the video gaming industry. The 200 million Netflix subscribers can be reached through a bundle of games like Apple Arcade. Video games play a significant role in attracting potential customers.

In 2023, Netflix launched a new advertising tier for subscribers. The new AVOD tier increases revenue. Users can buy a subscription at a lower cost, but they must see ads while watching videos.

Over the years, Netflix has navigated numerous organizational changes to stay competitive and meet the evolving needs of its customers in the rapidly changing entertainment industry. These changes have been driven by technological advancements, shifting consumer preferences, and global market expansion. Let’s delve into some key organizational changes that Netflix has implemented:

Netflix Key Changes in Organizational

Shift to Streaming Services

One of the most significant organizational changes for Netflix was its transition from a DVD rental service to a streaming platform. This shift was propelled by the growing demand for online streaming content and the declining popularity of physical media. By investing in streaming technology and acquiring digital content licenses, Netflix successfully repositioned itself as a leading on-demand streaming service provider.

Emphasis on Original Content

Recognizing the importance of exclusive content in attracting and retaining subscribers, Netflix made a strategic decision to invest heavily in original programming. By producing hit shows like “House of Cards,” “Stranger Things,” and “The Crown,” Netflix aimed to differentiate itself from competitors and create a compelling value proposition for subscribers. This organizational change required significant investment in content production capabilities and talent acquisition.

Global Expansion

Another key organizational change for Netflix was its aggressive international expansion strategy. Realizing the potential for growth in untapped markets, Netflix launched its streaming service in numerous countries worldwide. To support its global expansion efforts, Netflix localized its content offerings, established regional offices, and formed partnerships with local content creators. This expansion into new territories diversified Netflix’s revenue streams and solidified its position as a global entertainment powerhouse.

Data-Driven Decision-Making

Netflix leverages data analytics and machine learning algorithms to inform decision-making across its business. By analyzing user behavior, viewing patterns, and content preferences, Netflix can personalize the user experience, optimize content recommendations, and inform content acquisition strategies. This data-driven approach has enabled Netflix to stay agile and responsive to changing market dynamics, driving innovation and growth.

Organizational Culture

Netflix fosters a unique organizational culture characterized by freedom and responsibility. The company operates with a flat organizational structure, empowering employees to make autonomous decisions and take ownership of their projects. Netflix values innovation, creativity, and risk-taking, fostering a dynamic, entrepreneurial work environment. This culture of experimentation and continuous learning enables Netflix to adapt quickly to market changes and drive innovation across its business.

In conclusion, Netflix’s organizational changes reflect its commitment to staying at the forefront of the entertainment industry by embracing technological innovation, investing in original content, expanding globally, and fostering a culture of creativity and experimentation. These organizational changes have been instrumental in Netflix’s success and its ongoing evolution as a leader in the streaming entertainment landscape.

Netflix History Timeline

Netflix has become one of the most famous American production companies worldwide. It was established in 1997 by Reed Hastings and Marc Randolph in California. However, Marc Randolph left Netflix in 2002. In 1998, Netflix introduced its official website with 925 items. These items were available to rent for a pay-per-month approach. It began with only 35 employees.

Netflix launched its operation with the first and largest online DVD rental store. Since 2012, Netflix has produced and distributed its original content, including film and television series, entertaining many viewers. This variety of content has been stored in the online library for subscribers to view. Since 2016, it has been providing services in around 190 countries. This company has established offices worldwide, including in Brazil, the Netherlands, France, the United Kingdom, Japan, India, and South Korea. In 2023, Netflix had more than 231 million subscribers globally, with a pay-per-month subscription model.

However, Netflix is available worldwide except in China, Syria, and North Korea. According to a 2020 report, Netflix earned $1.2 billion in operating income due to its excellent performance with updated tools.

Netflix Organizational Structure

Netflix has a flat organizational structure that provides ample freedom for employees. It is also known as a decentralized organizational structure that allows individuals to make quick decisions. Netflix maintains a unitary organizational structure, also known as the U-form. It reduces organizational communication noise and encourages employees to be more responsive to their duties. Netflix’s organizational structure avoids top-down decision-making strategies to create a conducive working environment for employees. It also focuses on creating a favorable environment to promote employee performance. Netflix has a labor division that works to improve performance. The authority reviews the performance regularly. They opt for a multi-rater feedback system, also known as a 360-degree review method.

Netflix’s management team consistently focuses on applying and maintaining the principles of total quality management. TQM helped make the company the most popular worldwide.

According to McGraw-Hill, Netflix wanted someone as HR director who prioritizes business first, clients second, and talent third. It also did not require Competencies for HR Professionals in the SHRM certificate, change agent, or organization development practitioner. The authority considers three core issues: who is suitable for the company, how we communicate with that employee, and how to ensure high performance.

Netflix Organizational Structure

Netflix CEO in 2023

Netflix Founder Reed Hastings stepped down from his CEO role and was appointed as the company’s chairman in 2023. Ted Sarandos is the current CEO of Netflix. In 2020, Ted Sarandos joined Netflix as co-CEO. Initially, Reed Hastings and Marc Randolph were the co-chief executive officers of Netflix. Marc Randolph left Netflix in 2002.

Netflix Organizational Transformation

1. DVD Rental Business Model (1997–2006)

Transformation:

Netflix started as an online DVD-by-mail rental company founded by Reed Hastings and Marc Randolph. Netflix has made two significant changes since its launch. First, it introduced a subscription option for DVD rentals in 1999. This change allows clients to rent unlimited DVDs without late fees. It was the first change to Netflix’s business model in its history.

Key Changes:

Replaced traditional video rental stores
Introduced a subscription-based rental model
Eliminated late fees

Organizational Impact:

Built a customer-centric culture
Used data analytics for customer recommendations
Created operational efficiency through logistics and technology

2. Shift from DVDs to Streaming (2007)

Transformation:

Netflix launched its streaming service “Watch Now” in 2007, transforming digital entertainment consumption. Later, in 2007, Netflix made its second change by launching an online video streaming service. Consumers have accepted this change. It is believed to have become the primary source of income.

Key Changes:

Transition from physical distribution to online streaming
Heavy investment in cloud infrastructure and digital technology
Adoption of scalable digital operations

Organizational Impact:

Shifted workforce skills toward software engineering and digital media
Created a technology-driven organizational structure
Expanded globally through internet-based delivery

3. Becoming a Content Producer (2013)

Transformation:

Netflix moved from content distributor to original content creator with shows like House of Cards.

Key Changes:

Developed Netflix Originals
Reduced dependence on Hollywood studios
Invested billions in content production

Organizational Impact:

Built creative production divisions
Expanded partnerships with filmmakers and creators
Strengthened data-driven content decisions

4. Global Expansion Strategy (2016 onward)

Transformation:

Netflix expanded to over 190 countries.

Key Changes:

Localization of subtitles and dubbing
Production of regional content such as Money Heist and Squid Game
Multicultural organizational management

Organizational Impact:

International talent recruitment
Regional production hubs
Cross-cultural leadership and communication systems

Results:

Non-English content grew from less than 10% of viewing to more than one-third of total viewing by 2026.

5. Data-Driven & AI-Powered Organization (2015–2026)

Transformation:

Netflix increasingly adopted AI and machine learning to improve personalization, operations, and advertising.

Key Changes:

Personalized recommendation algorithms
AI-based viewer behavior analysis
AI-supported advertising systems

Organizational Impact:

Greater reliance on data scientists and AI engineers
Faster decision-making processes
Increased automation in marketing and content planning

6. Transition to Ad-Supported Business Model (2022–2026)

Transformation:

Netflix introduced a lower-cost advertising-supported subscription tier after subscriber growth challenges in 2022.

Key Changes:

Launch of “Standard with Ads”
Creation of Netflix Ads Suite
Expansion into AI-driven advertising technologies

Organizational Impact:

Built advertising and media-sales divisions
Integrated ad-tech infrastructure
Shifted from a pure subscription model to a hybrid revenue model

By 2026:

Netflix’s ad tier reached over 250 million monthly viewers globally.

7. Diversification into Gaming & Interactive Entertainment (2021–2026)

Transformation:

Netflix expanded beyond streaming into gaming and interactive experiences.

Key Changes:

Mobile gaming launch
Cloud gaming experiments
Interactive storytelling

Organizational Impact:

New gaming development teams
Integration of entertainment ecosystems
Increased focus on user engagement

8. Live Events, Sports & Fan Ecosystem (2024–2026)

Transformation:

Netflix expanded into live content and fan engagement.

Key Changes:

Live sports partnerships
Video podcasts
Vertical video feeds
Expansion of the Tudum fan platform

Organizational Impact:

Broader entertainment business model
More real-time content operations
Social-media-style engagement strategies

9. Mobile App & User Experience Transformation (2025–2026)

Transformation:

Netflix redesigned its mobile platform to compete with platforms like TikTok and YouTube.

Key Changes:

Vertical scrolling video features
Enhanced content discovery
Interactive mobile-first interface

Organizational Impact:

UX/UI redesign teams
Greater focus on daily engagement metrics
Social-media-inspired platform strategies

10. AI-Integrated Advertising & Automation (2026)

Transformation:

Netflix integrated AI into advertising creation, planning, and optimization.

Key Changes:

AI-generated ads
Personalized ad loads
AI-powered media buying agents

Organizational Impact:

Automation of advertising workflows
Advanced audience analytics
Transformation into an entertainment-tech-advertising ecosystem

Netflix Organizational Transformation Table 1997 To 2026

Period	Organizational Transformation	Main Focus
1997–2006	DVD rental service	Subscription logistics
2007	Streaming platform	Digital transformation
2013	Original content production	Creative expansion
2016 onward	Global expansion	Localization
2015–2026	AI & data-driven operations	Personalization
2022–2026	Advertising-supported model	Revenue diversification
2021–2026	Gaming expansion	Interactive entertainment
2024–2026	Live events & fan ecosystem	Engagement growth
2025–2026	Mobile UX transformation	Social-style experience
2026	AI advertising automation	Ad-tech innovation

Purpose of Netflix Organizational Change

Netflix is becoming famous daily for its ease of access, quality, and updated tools. After all, adopting new technology is necessary to meet customer demand. The technology adoption models and theories, including TAM, ETAM, UTAUT, and DOI, have explained why and how people adopt new technologies. In the 21st century, people do not want to spend extra time in the cinema hall.

People used to go to the cinema hall to watch new movies before watching movies at home on Netflix. New technologies, including computers, laptops, and smartphones, easily entertain people through internet services. In addition, the social media revolution changed the way we communicate with each other. It has become an excellent site for sharing user-generated content, including photos and videos.

Most people globally use social media in many ways, such as in education, entertainment, and marketing. Netflix’s authority had perceived the upcoming market demand. Therefore, they have changed their business model to focus on watching movies and television series on computers and smartphones. Netflix’s management realized that consumers do not like storing video, so they changed their business model.

Additionally, Netflix is always aware of competitors’ approaches. Blockbuster is a crucial Netflix competitor; hence, they added a new feature to distinguish themselves. The reason for changing Netflix’s business model was appropriate and effective in achieving success.

How Netflix Handles the Organizational Change Forces

Organizational change refers to the adjustment and transformation of a company’s operations. The company introduces a minor or significant change to improve productivity and adapt to the new context. There are two types of forces of change in a company: external and internal. External forces include technological, social, and political change, as well as the management of ethical behavior.

For example, technological change is the primary external force that compelled Netflix to change the feature.

New technology changes people’s expectations and behaviors, altering the features, tools, and patterns of a company’s products or services. Netflix effectively navigated the forces of change to drive success and prosperity for the company. Internal forces influence the organization to change its management, such as changes in managerial personnel, the work climate, effectiveness, employee expectations, and crises.

For example, Netflix realized that watching movies at home would reduce the entertainment budget and transportation costs. Therefore, Netflix accepted the organizational change.

Conclusion

Netflix began as an ordinary company. Now it has achieved a competitive advantage by changing its business model to fulfill customer demand. The company’s authority changed its features to adapt to new technology. It made two changes in 1999 and 2007. However, the video streaming service brought the company immense fame and income in 2007.

The author highlights some critical points for companies that want to change their businesses. Firstly, changing the business tools is significant to exceed customers’ demands. Additionally, digital technology must be accepted by employees and customers. Finally, the company must add updated tools to improve functionality, such as Netflix launching online video streaming in 2007. “The measure of intelligence is the ability to change” -Albert Einstein.

Netflix has followed the blue ocean strategy to achieve its business goals. The Blue Ocean strategy involves creating a new market. The red ocean strategy refers to competing with other companies in the same market. Blue Ocean’s approach creates a unique market context. It also designs a new feature to attract new customers.

Hence, Netflix accepted the blue ocean strategy and has become one of the most successful companies worldwide.

This academic content provides detailed information about the Survey Questionnaire Sample and Example for Research Paper, Proposal, & Project. It also demonstrates how to write a survey questionnaire for effective research.

What is a Survey Questionnaire in Research?

The survey questionnaire is a key tool for researchers to collect data efficiently and validate the hy. Creating a well-structured survey questionnaire is essential for gathering valuable data. A well-designed survey questionnaire helps to ensure that the data collected is accurate and relevant. When formulating your survey questionnaire, consider your research objectives to guide your questions effectively. Using examples, such as previous survey questionnaire templates, can facilitate your design process.

A questionnaire is a quantitative survey instrument comprising multiple questions used to collect data from respondents and informants. The survey questionnaire comprises five standard 5W1H questions: who, what, when, why, and how. The most common questionnaires are product usability and customer satisfaction survey questionnaires.

By following a structured format, you can create a survey questionnaire that meets your research needs. Each section of your survey questionnaire should align with your overall research objectives. Moreover, a well-crafted survey questionnaire can lead to more insightful data analysis and conclusions. Ensure that your survey questionnaire is concise to encourage participant engagement. It’s vital to test your survey questionnaire before full deployment to catch any potential issues. Remember that clarity in your survey questionnaire will lead to more accurate and reliable responses.

Additionally, questionnaires are crucial for collecting information in both quantitative and qualitative research. Quantitative survey questions typically address ‘what’, ‘why’, and ‘how’ to quantify phenomena. These questions are designed to identify relationships among the independent, dependent, mediator, and moderator variables. The respondents are a sample of the population who participated in the survey. Quantitative survey questions are part of the data collection process in quantitative research.

In contrast, qualitative questionnaires focus on ‘what’ and ‘how’ to elicit in-depth opinions about a topic. Qualitative research avoids why questions intended to identify cause-and-effect relations. The survey can be conducted face-to-face or online. However, each questionnaire includes an introduction that provides a concise overview of the research.

Once you’ve designed your survey questionnaire, seek feedback to improve its effectiveness. To enhance your research findings, utilize your survey questionnaire across diverse demographic groups. A comprehensive survey questionnaire allows for a deeper understanding of your research topic.

What are Quantitative Survey Questionnaires?

Quantitative survey questionnaires are structured instruments that feature closed-ended questions. The examples of open-ended questions are multiple-choice, rating scales (Likert scale measuring agreement or disagreement), dichotomous (yes/no), and ranking options, concentrating on descriptive (what is), comparative (differences among groups), and relationship-focused (correlation between variables) inquiries to obtain numerical data for statistical evaluation, typically utilizing methods like mail, phone, or online surveys.

A Quantitative research questionnaire is a set of survey questions used by a researcher to collect data. The author designs some questionnaire samples for students and researchers. These samples help new researchers develop a questionnaire tailored to the research topic. The questionnaire sample has been collected from University students. New researchers will learn how to create a survey questionnaire to collect data.

The author has provided several research questionnaires and download links here so readers can access the PDF forms. This sample and example of research questionnaires may provide a clearer understanding for new researchers.

Questionnaire Sample For Quantitative Research

Quantitative survey research includes the title, abstract, introduction, methods, results, discussion, questionnaire, bibliography, and appendix. The questionnaire sample for the research paper will provide specific guidance on designing survey questions for a quantitative study. Many undergraduate and postgraduate students are unfamiliar with how to design questionnaires for their theses or dissertations. Therefore, the author has designed and collected a few questionnaire samples for quantitative research. We do not encourage students to copy these questionnaires; however, you may use them as inspiration to develop your own. Students should read and follow the examples to draft questionnaires for their quantitative research projects.

Quantitative Survey Questionnaire Sample: AI Adoption

The following questionnaires are adopted from the UTAUT model. Therefore, this sample will help a student design a survey questionnaire based on the Unified Theory of Acceptance and Use of Technology. It includes the research title, demographic questions, and items to validate the hypothesis.

Research Title: The Antecedents of Artificial Intelligence Adoption Among Human Resource Professionals in the Tourism & Hospitality Industry in Malaysia.

Online Survey Questionnaire Form

SECTION A. Demographic Questions

Instructions: Please complete this section by circling the following answers

A1. What is your gender?

Male
Female

A2. How old are you?

20-30
31-40
41-50
51-60

A3. What is your level of education?

Undergraduate
Masters/MBA
MPhil/DBA/PhD

A6. What is your marital status?

Single
Married

A7. What is your job tenure?

1-2 Years
3-4 Years
5-6 Years
7 Years and above

Section B: Artificial Intelligence Adoption (AIA)

Instruction: Please answer the following section based on the following scale:

Strongly Disagree
Disagree
Somewhat Agree
Agree
Strongly Agree

No	Statement	1	2	3	4	5
B1	A timely plan for the acceptance, implementation, and application migration of AI technology has been developed.
B2	Managers have already endorsed the AI adoption plan.
B3	A financial budget and a migration schedule have been approved.
B4	Our customers highly value new products and services that use AI innovations.
B5	Organizations are embracing and utilizing AI to drive practical business innovation.
B6	Organizations accept and use AI tools to align with their business strategy.
B7	Organizations accept and use AI for better coordination.
B8	Organizations accept and use AI tools in decision-making.
B9	Adopting Artificial Intelligence will allow better communication with customers.

Item 1-4 adapted from Islam et al. (2023), Item 5-8 adapted from Almarashda et al. (2021), Item 8-10 adapted from Jadhav (2021).

Section C: Performance Expectancy (PE) and Artificial Intelligence Adoption

No	Statement	1	2	3	4	5
C1	I find AI a helpful technology in the HR department.
C2	Using AI increases my chances of making important decisions.
C3	Using AI helps me make decisions more quickly.
C4	Using AI increases my productivity in organizations.
C5	AI enhances the HR department’s performance.
C6	AI enables us to work faster in the organization.
C7	AI enhances employees’ effectiveness in performing.
C8	Using AI in the HR department increases my chances of achieving important goals.

Item 1-4 adapted from Baabdullah (2024), Item 5-8 adapted from Cao et al. (2021)

questionnaire sample for performance expectancy (pe) and artificial intelligence adoption

Section D: Effort Expectancy (EE) and Artificial Intelligence Adoption

No	Statement	1	2	3	4	5
D1	Learning how to use AI technology is easy for me.
D2	My interaction with AI tools is clear and understandable.
D3	I find AI effortless to use.
D4	It is easy for me to become skillful at using AI.
D5	It is easy for me to use AI tools to manage my workload in the organization.
D6	Learning how to use AI tools for communication is easy for me.
D7	It is convenient to provide service using AI tools.
D8	It is easy to complete complex HR tasks.

Item 1-4 adapted from Baabdullah (2024), Item 5-8 adapted from Venkatesh (2012).

Section E: Social Influence and AI Adoption

No	Statement	1	2	3	4	5
E1	People who are important to me think that I should use AI technology in the workplace.
E2	People who influence my behavior think that I should accept and use AI tools.
E3	People whose opinions I value prefer that I use AI technology.
E4	Coworkers who are important to me would think that I should use AI.
E5	Peers who influence my behavior would think that I should use AI to complete the tasks.
E6	My superiors, who influence my behavior, would think that I should use AI.
E7	My superiors, to whom I report, would think that I should use AI.
E8	My business partners would think that I should use AI.

Item 1-3 adapted from Venkatesh et al. (2012), Item 3-8 adapted from Cao et al. (2021)

Section F: Facilitating Condition and AI Adoption

No	Statement	1	2	3	4	5
F1	I have the resources necessary to use AI.
F2	I know what is necessary to understand AI.
F3	AI is compatible with other technologies I use.
F4	I can get help from others when I have difficulties using AI.

Item 1-4 adapted from Cao et al. (2021)

Section G: Technology competency (TC) and AI Adoption

No	Statement	1	2	3	4	5
G1	Our company’s technology infrastructure is available to support AI tools.
G2	Our company is dedicated to ensuring that HR employees are familiar with AI tools.
G3	Our company has a high level of expertise with AI tools.

Item 1-3 adapted from Islam et al. (2023)

Section H: Top management support (TMS) and AI Adoption

No	Statement	1	2	3	4	5
H1	Top managers support AI adoption by providing labor resources, finances, and materials.
H2	Top management inspires employees to apply the latest AI technologies in daily work.
H3	The top management of my organization encourages innovation.
H4	My organization’s top management is willing to take the risks involved in adopting AI technologies.
H5	My organization’s top management is likely to consider implementing AI strategically important.

Item 1-5 adapted from Islam et al. (2023)

Section I: Competitive pressure (CP)and AI Adoption

No	Statement	1	2	3	4	5
I1	The company thinks that AI adoption influences competitiveness in the industry.
I2	The company is under pressure from competitors to adopt AI.
I3	Some competitors have already started using AI for Risk forecasting and premium calculations.
I4	My organization’s top management is willing to take the risks involved in adopting AI technologies.

Item 1-4 adapted from Islam et al. (2023)

Section J: Emotional Intelligence (EI) and AI Adoption

No	Statement	1	2	3	4	5
J1	Overall, I’m a highly motivated person to use AI technology in an organization.
J2	I feel that I have several good qualities.
J3	I’m usually able to influence the way other people feel.
J4	Overall, I’m able to handle stress.

Item 1-4 adapted from Lipson, A. (2020).

Quantitative Survey Questionnaire Sample: Communication Research

An example of a complete survey questionnaire is shown below. The title of the research project is “An Examination of the Correlation Between Social Media Engagement and Citizen Journalism Practice”. It is a sample Google Form questionnaire. The author shares a link to the online questionnaire with respondents, who complete it at their convenience. It is the most recent example of a questionnaire designed in accordance with APA 7th edition guidelines.

Quantitative Research Title: An Examination of the Correlation Between Social Media Engagement and Citizen Journalism Practice.

Dear Participants,
I invite you to participate in this quantitative research project by completing the following survey questionnaires. This study intends to examine the Correlation Between Social Media Engagement and Citizen Journalism Practice. It requires approximately 5-7 minutes to complete the questionnaires. Thank you for taking the time to assist me with this research. Under no circumstances are you obliged to answer any of the questions; however, doing so will greatly assist me in completing my research and enhance my understanding of this research focus. The data collected will remain confidential and will be used solely for academic purposes.

SECTION A. Demographic Questions

Instructions: Please complete this section by circling the following answers

A1. What is your gender?

Male
Female

A2. How old are you?

18-23
24-28
29-33
Above 33

A3. What is Your Nationality?

Malaysian
Non-Malaysian

A4. What is your race?

Malay
Chinese
Indian
Please specify

A5. What is your level of education?

STPM
Matric
Diploma
Foundation
Undergraduate
Masters
PhD

A6. What is the Year of Study

Year 1-2
Year 3-4
Above 5

A7. What is your family’s monthly income?

Less thanRM2000
RM2001 – RM4000
RM4001 to RM6000
Over RM6000

Section B: The Use of Social Media for Citizen Journalism

Please read the definition of social media-based citizen journalism and keep it in mind when you answer the following questions. Social media-based citizen journalism refers to the generation and sharing of news events (personal, social, educational, entertainment, political, and crime-related) on social networking sites by ordinary people.

B1. What types of social networking sites do you use most to practice citizen journalism?

Facebook
Twitter
LinkedIn
Instagram
WhatsApp
Please specify…

B2. How much time do you spend on social media-based citizen journalism in a day?

Less than 1 hour per day
About 1 – 2 hours per day
About 2 – 4 hours per day
More than 5 hours per day

B3. Why do you use social media to practice citizen journalism?

To report real-time news
To entertain friends
For educating people about social awareness
To shape public opinion
For others, please specify

B4. How many social media sites do you use to practice citizen journalism?

Only 1 account
2 – 4 accounts
5 accounts and above

B5. What time of the day do you normally access social media?

Morning
Afternoon
Evening
At night

B6. Which day of the week do you mostly access social media?

During weekdays
During weekends

Section C: Performance Expectancy of Social Media Engagement for Citizen Journalism

C8. What is your performance expectancy of the use of social media to practice citizen journalism?

Instruction: Please answer the following section based on the following scale:

Strongly Disagree
Disagree
Somewhat Agree
Agree
Strongly Agree

No	Statement	1	2	3	4	5
C1	I would find social media useful in practicing citizen journalism.
C2	Using social media enables me to share news events more quickly.
C3	Using social media increases my productivity in reporting real-time news.
C4	Social media increases my mastery of what is happening globally.
C5	Social media helps me see what news is important to my friends and co-workers.
C6	Using social media can increase my chances of creating and sharing informative news events.
C7	Using social media will allow me to spend less time reporting and consuming news.

Items 1-3 were adapted from Venkatesh et al. (2003), Items 4-5 were adapted from Peng and Miller (2021), and Item 6-7 was adapted from Puriwat and Tripopsakul (2021).

Section D: Effort Expectancy of Social Media Engagement for Citizen Journalism

D9. What is your expected effort in the use of social media to practice citizen journalism?

In conclusion, an effective survey questionnaire is paramount for successful data collection.

No	Statement	1	2	3	4	5
D1	My citizen journalism exercise using social media would be straightforward and easy to understand.
D2	It would be easy for me to apply my content writing skills on social media.
D3	I would find social media-based citizen journalism easy to use.
D4	Learning to operate social media to practice citizen journalism is easy for me.
D5	It is easy for me to become a freedom journalist using social media for news updates.
D6	It is easy for me to consume news on social media.
D7	It is convenient to share the news with friends on social media.
D8	Using social media will help me to spread the emergency news faster.

Items 1-3 were adapted from Venkatesh et al. (2003), Items 4-7 were adapted from Peng and Miller (2021), and Item 8 was adapted from Puriwat and Tripopsakul (2021).

Section E: Social Influence of Social Media Engagement for Citizen Journalism

What is the social influence of social media engagement for citizen journalism?

No	Statement	1	2	3	4	5
E1	People who are important to me think that I should use social media for news sharing.
E2	The senior students at my university recommend that I use social media to find academic news.
E3	People important to me talk with me about the news they saw on social media.
E4	I observed my friends sharing news on social media.
E5	I found my important friends discussing the news they read on social media.
E6	It makes me feel proud when my friends praise me for sharing informative news on social media.
E7	I become motivated when my social media friends benefit from my reporting.
E8	People around me consider it appropriate to use social media for news.

Items 1-2 were adapted from Venkatesh et al. (2003), Items 3-5 were adapted from Peng and Miller (2021), Items 6-7 were set by the Authors, and Item 8 was adapted from Puriwat and Tripopsakul (2021).

Section F: The Use of Social Media to Practice Citizen Journalism

No	Statement	1	2	3	4	5
E1	I often use social media to share news content.
E2	I have been using social media regularly to report real-time news with friends.
E3	To report real-time news to friends, I use social media regularly.
E4	In my daily life, I use social media to share news events.
E5	I use online social networking sites to keep up with hard news.
E6	I use social networking sites to post about events in my area.
E7	Whenever I need to read viral news, I check social media.

Item 1-5 adapted from Puriwat and Tripopsakul (2021), Item 5-7 set by the Authors

This research emphasizes the importance of designing a robust survey questionnaire. Importance of robust survey questionnaire design:

Ensures accurate data collection
Enhances reliability and validity
Improves respondent engagement
Facilitates better analysis and insights

References (APA-7th Edition): Scholarly Sources

Almarashda, H. A. H. A., Baba, I. B., Ramli, A. A., Memon, A. H., & Rahman, I. A. (2021). Human resource management and technology development in artificial intelligence adoption in the UAE energy sector. Journal of Applied Engineering Sciences, 11(2), 69-76.
Baabdullah, A. M. (2024). The precursors of AI adoption in business: Towards efficient decision-making and functional performance. International Journal of Information Management, 75, 102745.
Cao, G., Duan, Y., Edwards, J. S., & Dwivedi, Y. K. (2021). Understanding managers’ attitudes and behavioral intentions towards using artificial intelligence for organizational decision-making. Technovation, 106, 102312.
Islam, M. A., Aldaihani, F. M. F., & Saatchi, S. G. (2023). Artificial intelligence adoption among human resource professionals: Does market turbulence play a role?. Global Business and Organizational Excellence, 42(6), 59-74.
Jadhav, D. (2021). Understanding artificial intelligence adoption, implementation, and use in small and medium enterprises in India (Doctoral dissertation, Walden University).
Lipson, A. (2020). The Moderating Role of Emotional Intelligence on the Relationship between Job Resources and Employee Engagement (Doctoral dissertation, San Jose State University).
Venkatesh, V., Thong, J. Y., & Xu, X. (2012). Consumer acceptance and use of information technology: extending the unified theory of acceptance and use of technology. MIS Quarterly, 157-178.