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The questionnaire was also accompanied by a 2-page scoring sheet for use by the researcher who administered the questionnaire to the individual respondent, which provided instructions that guided the researcher in making the assessment of the different dimensions of interests; individual commitment to business, and strategic orientation.

Also provided to the researcher was a guideline on advocacy, which was “A Guidance on Advocacy for Gender-Sensitive and Gender-Transformative to multiple entrepreneurships which would see a better economy” (Johnson 1990). It explored key concepts related to advocacy and gender-sensitive/gender transformative responses to multiple entrepreneurships. The guidance note was designed to assist the researcher in determining whether the examples of advocacy actions reported by respondent individuals fell within the parameters of advocacy as understood by the Back-Up Gender Component (Johnson 1990).

Piloting the Questionnaire

The following process had been proposed for piloting the advocacy questionnaire in Sweden;

Identify one or two conglomerates in Sweden, which are known to be involved with advocacy efforts in support of gender sensitive/gender-transformative responses to multiple entrepreneurships. Ideally this would include one major conglomerate whose major shareholder worked at a national level and a smaller business owner (SME), without a national profile but whose economic effects were felt. On both cases make sure to include their types of businesses, age, gender and the other business interests they each have.

Secure agreement from these organizations to assist with the piloting process. The organizations should understand that that would require a few hours of time on the part of an organizational representative to help with a research development process, in short, it is asking them for a favor.

Determine the appropriate individual respondent. The questionnaire should ideally be completed by someone who is either responsible for, or runs multiple businesses, e.g. the director. The research process was unlikely to be successful if the survey was completed by someone who is too junior, never had a single idea of a business, or whose responsibilities are not related to business development e.g. the procurements officer in a branch of the conglomerates.

Make an appointment with the business organization, to visit and administer the questionnaire. When administering the questionnaire to the respondent, they were to go question, by question, and recording all the answers, and to pay particular attention in any instances where;

The respondent failed to understand the meaning of the question

The wording of the question was ambiguous, and could be interpreted in a different way

A question seemed to repeat something that was already covered earlier

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