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The Takahasi-Sakasegawa Randomized Response Technique

Author

Listed:
  • SANDRA F. BELDT

    (Georgia State University)

  • WAYNE W. DANIEL

    (Georgia State University)

  • BIKRAMJIT S. GARCHA

    (Georgia State University)

Abstract

The survey researcher who attempts to collect injormation on sensitive topics usually encounters resistance on the part of potential respondents. Subjects frequently either refuse to answer sensitive questions or give untruthful answers. The randomized response technique has been developed to facilitate the collection of sensitive information. Takahasi and Sakasegawa (1977) developed a variant of the randomized response technique that they claim to be suitable for selfadministered telephone interviews and mail surveys. A field test of the Takahasi-Sakasegawa technique cast doubt on its usefulness with self-administered and mail surveys with certain American respondents.

Suggested Citation

  • Sandra F. Beldt & Wayne W. Daniel & Bikramjit S. Garcha, 1982. "The Takahasi-Sakasegawa Randomized Response Technique," Sociological Methods & Research, , vol. 11(1), pages 101-111, August.
    • Handle: RePEc:sae:somere:v:11:y:1982:i:1:p:101-111
    DOI: 10.1177/0049124182011001006
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    References listed on IDEAS

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    1. Koiti Takahasi & Hirotaka Sakasegawa, 1977. "A randomized response technique without making use of any randomizing device," Annals of the Institute of Statistical Mathematics, Springer;The Institute of Statistical Mathematics, vol. 29(1), pages 1-8, December.
    2. Hair, Joseph Jr. & Bush, Ronald F. & Busch, Paul, 1976. "Employee theft: Views from two sides," Business Horizons, Elsevier, vol. 19(6), pages 25-29, December.
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    Cited by:

    1. Blume, Andreas & Lai, Ernest K. & Lim, Wooyoung, 2019. "Eliciting private information with noise: The case of randomized response," Games and Economic Behavior, Elsevier, vol. 113(C), pages 356-380.
    2. John, Leslie K. & Loewenstein, George & Acquisti, Alessandro & Vosgerau, Joachim, 2018. "When and why randomized response techniques (fail to) elicit the truth," Organizational Behavior and Human Decision Processes, Elsevier, vol. 148(C), pages 101-123.

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