Capability exploitation KMO = .857; Bartlet's significance
.001; AVE = 66.4. Based on Atuahene-Gima (2005). (7-point scale: 1 = "not
at all" and 7 = "to an extreme extent.") |
.873 |
Over the last three years, to what extent has your
firm: |
1.1 Upgraded current knowledge and skills for familiar
products and technologies? |
(.844) |
1.2 Invested in enhancing skills in exploiting mature
technologies that improve the productivity of current innovation
operations? |
(.839) |
1.3 Improved skills in searching for solutions to customer
problems that are closer to existing solutions rather than completely new
solutions? |
(.842) |
1.4 Upgraded skills in product development processes in
which the firm already has a significant experience? |
(.859) |
1.5 Strengthened our knowledge and skills for projects that
improve the efficiency of existing innovation activities? |
(.844) |
Capability exploration KMO = .878; Bartlet's significance
.001; AVE = 68.8. Based on Atuahene-Gima (2005). (7-point scale: 1 = "not
at all" and 7 = "to an extreme extent.") |
|
Over the last three years, to what extent has your
firm: |
.883 |
1.1 Acquired manufacturing technologies and skills entirely
new to the firm? |
|
1.2 Learned product development skills and processes (such
as product design, prototyping new products, timing of new product
introductions, and customizing products for local markets) entirely new
to the industry? |
(.872) |
1.3 Acquired entirely new managerial and
organizational skills that are significant for innovation (such as
forecasting technological and customer trends; identifying emerging
markets and technologies; coordinating and integrating R&D;
marketing, manufacturing, and other functions; managing the product
development process)? |
(.858) |
(.848) |
1.4 Learned new skills in areas such as funding
new technology, staffing R&D function, training and development of
R&D, and engineering personnel for the first time? |
(.850) |
(.865) |
1.5 Strengthened innovation skills in areas where it had no
prior experience? |
|
Product innovation for export market KMO = .903; Bartlet's
significance .001; AVE = 85.3. Based on Lages et al. (2009)Lages, L. F., Silva, G., & Styles, C. (2009). Relationship
capabilities, quality, and innovation as determinants of export performance.
Journal of International Marketing, 17(4),
47-70.. (7-point scale: 1 = "not
at all" and 7 = "to an extreme extent.") |
.956 |
Over the last three years and regarding products for
external markets, to what extent has your firm believed the
following: |
|
3.1 Several product-related innovations were introduced
during the development of this product. |
(.946) |
3.2 Compared to similar products developed by our
competitors, our product will offer unique features/attributes/benefits
to the customers. |
(.947) |
3.3 Our product introduces many completely new features to
this class of products. |
(.947) |
3.4 Our product is highly innovative, replacing an inferior
alternative. |
(.944) |
3.5 Our product incorporates radically new technological
knowledge. |
(.945) |
Overall firm performance: evaluate the performance of your
business over the past year (the preceding 12 months) in relation to your
major competitors. Based on Vorhies and
Morgan (2005)Vorhies, D. W., & Morgan, N. A. (2005). Benchmarking marketing
capabilities for sustainable competitive advantage. Journal of Marketing,
69, 80-94.. (Scale: 1 = "much worse" and 7 = "much
better.") |
|
4.1 Customer satisfaction KMO = .804; Bartlet's
significance .001; |
|
AVE = 67.6 |
.839 |
4.1.1 Customer satisfaction |
(.791) |
4.1.2 Delivering value to your customers |
(.762) |
4.1.3 Delivering what your customers want |
(.774) |
4.1.4 Retaining valued customers |
(.849)1
|
4.2 Market effectiveness KMO = .831; Bartlet's significance
.001; |
(.878) |
AVE = 73.3 |
(.852) |
4.2.1 Market share growth in relation to competitors |
(.828) |
4.2.2 Growth in sales revenue |
(.857) |
4.2.3 Acquiring new customers |
(.836) |
4.2.4 Increasing sales to existing customers |
|
4.3 Current (anticipated) profitability KMO = .852;
Bartlet's significance .001; AVE = 81.6 |
(.924) |
4.3.1 Business unit profitability |
(.910) |
4.3.2 Return on investment (ROI) |
(.888) |
4.3.3 Return on sales (ROS) |
(.897) |
4.3.4 Reaching financial goals |
(.911) |
Export market dynamism KMO = .844; Bartlet's significance
.001; AVE = 66.4. Based on Cadogan
et al. (2009)Cadogan, J. W., Kuivalainen, O., & Sundqvist, S. (2009). Export
market-oriented behavior and export performance: quadratic and moderating effects
under differing degrees of market dynamism and internationalization. Journal
of International Marketing, 17(4), 71-89.. (7-point scale: 1 = "not at
all" and 7 = "to an extreme extent.") |
.871 |
5.1 Our export customers' product preferences change quite
a bit over time. |
(.864) |
5.2 New export customers tend to have product-related needs
that are different from those of our existing export customers. |
(.842) |
5.3 Our export customers tend to look for new products all
the time. |
(.838) |
5.4 Our export customers tend to have unstable product
preferences. |
(.838) |
5.5 We are witnessing changes in the kind of
products/services demanded by our export customers. |
(.836) |