Volume of new ideas generated |
.719 |
12.3 |
Use of new sources of knowledge drawn from partners |
.768 |
14.9 |
Existing knowledge in databases |
.794 |
17.1 |
Use of knowledge already in place in the company |
.793 |
14.9 |
Sharing in-house knowledge |
.855 |
29.9 |
Individual learning processes |
.801 |
18.4 |
Collective learning processes |
.854 |
26.7 |
Team-building capacities |
.854 |
33.0 |
Personnel development intensity |
.883 |
37.3 |
Appreciation of individual knowledge |
.823 |
22.9 |
|
Innovative Practices – (Exploration)
|
|
Focus on completely new products or processes |
.812 |
16.1 |
Prototype development |
.764 |
11.5 |
Product innovation rate |
.832 |
21.3 |
Marketing techniques innovation |
.822 |
18.6 |
Opening up new distribution channels |
.816 |
20.2 |
Focus on radical product innovations |
.893 |
38.4 |
Focus on radical technology innovations |
.852 |
30.1 |
Ceaseless quest for new markets |
.790 |
15.8 |
Development of new products and services |
.879 |
30.4 |
Aggressive participation in technology-based alliances |
.805 |
19.0 |
|
Competition – (Exploitation)
|
|
Appearance of new competitors (new players) |
.728 |
3.0 |
Existence of substitute products or processes |
.645 |
3.1 |
Competition in the local (Brazilian) market |
.821 |
2.9 |
Price-based competition in the local (Brazilian) market |
.841 |
2.9 |
Fierce competition in company industry |
.854 |
2,9 |
Existence of promotional (or price) wars in company industry |
.821 |
2.9 |
Competition covers company offers easily |
.701 |
2.6 |
Price-based competition is the high point of the company industry |
.728 |
2.9 |
|
Strategic Orientation – (Exploitation)
|
|
Strategic view focused on the present |
.945 |
61.1 |
Strategies focused on the short term |
.946 |
59.9 |
|
Organizational Efficiency – (Exploitation)
|
|
Creation of detailed routines |
.779 |
17.0 |
Importance of efficiency |
.853 |
28.8 |
Focus on performing activities |
.878 |
30.5 |
Concerns about gains of scale |
.818 |
18.4 |
Organizational control mechanism |
.847 |
24.0 |
Focus on costs |
.844 |
24.2 |
Focus oriented towards production |
.834 |
20.4 |
|
Partnerships – (Exploitation)
|
|
Local relationships with outside partners |
.820 |
19.5 |
Level of dependency on outside partners |
.661 |
8.6 |
Use of contracts in relationships with outside partners |
.740 |
11.5 |
Transparency in joint efforts with partners |
.772 |
13.5 |
Duration of outside partnerships |
.803 |
15.8 |
Sharing knowledge with partners |
.842 |
24.9 |
Concern with establishing outside partnerships |
.863 |
24.7 |
Number of outside partners for the company |
.828 |
19.3 |
|
Centralization (Dewar, Whetten, & Boje, 1980Dewar, R. D., Whetten, D. A., & Boje, D. (1980). An examination of the reliability and validity of the Aiken and Hage scales of centralization, formalization, and task routineness. Administrative Science Quarterly, 25(1), 120-128. doi: 10.2307/2392230; Hage & Aiken, 1967Hage, J., & Aiken, M. (1967). Program change and organizational properties: a comparative analysis. American Journal of Sociology, 72(5), 503-519.; Jansen et al., 2005) |
Factor loading |
t-value |
|
Most decisions people make here have to have their supervisor’s approval |
.650 |
3.1 |
There can be little action taken here until a supervisor approves a decision |
.791 |
3.5 |
A person who wants to make his own decisions would be quickly discouraged |
.915 |
3.1 |
Even small matters have to be referred to someone higher up for the final decision |
.684 |
2.8 |
People need to ask their supervisor before they do almost anything |
.557 |
2.1 |
|
Formalization (Deshpande & Zaltman, 1982Deshpande, R., & Zaltman, G. (1982). Factors affecting the use of market research information: a path analysis. Journal of Marketing Research, 19(1), 14-31. doi: 10.2307/3151527; Jansen et al., 2005) |
|
|
|
Whatever situation arises, written procedures are available for dealing with it |
.748 |
8.5 |
Rules and procedures occupy a central place in the organizational unit |
.813 |
11.0 |
Written records are kept of everyone’s performance |
.737 |
9.2 |
Written job descriptions are formulated for positions on all organizational levels |
.756 |
9.9 |
Employees are hardly ever checked for rule violations |
Excluded |
|
Connectedness (Jansen et al., 2005; Jaworski & Kohli, 1993)Jaworski, B. J., & Kohli, A. K. (1993). Market orientation: antecedents and consequences. Journal of Marketing, 57(3), 53-70.
|
|
|
|
There is ample opportunity for informal hall talk among employees |
.624 |
6.0 |
Employees from different departments feel comfortable calling each other when the need arises |
.724 |
10.1 |
Managers discourage employees from discussing work related matters with those who are not their immediate superior |
Excluded |
People around here are quite accessible to each other |
.880 |
28.0 |
It is easy to talk with virtually anyone you need to, regardless of rank or position |
.830 |
16.3 |