Table 1 Translated version of the...

Table 1

Translated version of the indicators generated during this phase

		items a loadings
Scale	Item code	Items	Loadings
Purpose-driven strategy (SR)	SR1	We know who our stakeholders are and what contribution the company wants to make to each one of them	0.65***
	SR2	We measure the satisfaction of our customers	0.64***
	SR3	We know and measure the value that the company contributes to the customer	0.68***
	SR4	We know and measure how each area contributes value to the customer	0.69***
	SR5	The corporate purpose is deployed in the departments and/or work groups	0.76***
	SR6	Each department and/or work group has defined objectives to specify how it contributes to the development of the purpose	0.83***
	SR7	Each department and/or work group has defined indicators to measure how it contributes to the development of the purpose	0.81***
	SR8	We review the indicators we use to better measure the development of the purpose	0.79***
	SR9	Strategy and new projects are directly linked to the corporate purpose	0.79***
	SR10	The business model is aligned with the corporate purpose	0.76***
	SR11	Brand strategy and corporate image are aligned with purpose	0.75***
Purpose-driven leadership (LD)	LD1	Managers explain and defend the purpose of the company, its importance and its necessity for society	0.88***
	LD2	Managers ensure that employees know the company’s purpose and how the company carries it out through its products and services	0.89***
	LD3	Managers believe in the company’s purpose and demonstrate it through their behavior and decisions	0.86***
	LD4	They seek to create new leaders among employees by promoting delegation, autonomy and empowerment	0.74***
	LD5	Managers propose training courses to their employees and make it easier for them to take these courses	0.67***
	LD6	Managers tell how they live the purpose daily	0.81***
	LD7	Managers make sure that their employees’ work is related to the purpose and spend time explaining to them how the work objectives contribute to the development of the purpose	0.84***
	LD8	Optimism and authenticity are promoted among employees	0.79***
	LD9	Employees believe in and champion the organization’s purpose	0.87***
	LD10	Informal conversations are held where personal purpose is shared within the company	0.81***
Purpose-driven management systems (SS)	SS1	Talent attraction and selection policies are related to the purpose, seeking to incorporate people identified with the company’s values into the company	0.79***
	SS2	The definition of jobs is aligned with the purpose and reflects how each job contributes to the development of the purpose	0.83***
	SS3	Training plans include actions to strengthen the culture of purpose within the organization	0.84***
	SS4	Talent development policies are related to the corporate purpose and encourage employees to commit to it	0.89***
	SS5	Objectives set for teams and employees are related to the purpose	0.86***
	SS6	Performance evaluation takes into account the contribution to the development of the purpose	0.85***
	SS7	Employees are recognized as contributing to the development of the purpose	0.85***
	SS8	Onboarding processes take into account the corporate purpose, explain what it is and how it is carried into the day-to-day running of the organization	0.78***
	SS9	We encourage teams to be autonomous and use agile methodologies to promote a sense of purpose and personal commitment	0.76***
	SS10	Compensation and benefits systems consider the contribution to the development of the purpose and is rewarded accordingly	0.75***
	SS11	Employees have work flexibility	0.50***
	SS12	The company has external certifications on management systems	0.34***
Purpose-driven communication (CM)	CM1	The company has a plan to communicate its purpose and how it contributes to each of its stakeholders	0.87***
	CM2	The company has communication officers responsible for informing and listening to the different stakeholders	0.81***
	CM3	The company links events and actions with the purpose to enhance its communication	0.87***
	CM4	Managers and employees collaborate with the dissemination of the purpose	0.86***
	CM5	The company has channels to inform and listen to stakeholders	0.82***
	CM6	The company has tools to know if its employees and customers know and share the purpose	0.80***
	CM7	The company has disruptive elements of hierarchy and vertical communication, such as having coffee with the CEO	0.63***
	CM8	The company communicates the results and how they develop the purpose to employees	0.83***
	CM9	The company communicates results and how they develop purpose to stakeholders	0.80***

		items a loadings
Scale	Item code	Items	Loadings
Purpose-driven strategy (SR)	SR1	We know who our stakeholders are and what contribution the company wants to make to each one of them	0.65***
	SR2	We measure the satisfaction of our customers	0.64***
	SR3	We know and measure the value that the company contributes to the customer	0.68***
	SR4	We know and measure how each area contributes value to the customer	0.69***
	SR5	The corporate purpose is deployed in the departments and/or work groups	0.76***
	SR6	Each department and/or work group has defined objectives to specify how it contributes to the development of the purpose	0.83***
	SR7	Each department and/or work group has defined indicators to measure how it contributes to the development of the purpose	0.81***
	SR8	We review the indicators we use to better measure the development of the purpose	0.79***
	SR9	Strategy and new projects are directly linked to the corporate purpose	0.79***
	SR10	The business model is aligned with the corporate purpose	0.76***
	SR11	Brand strategy and corporate image are aligned with purpose	0.75***
Purpose-driven leadership (LD)	LD1	Managers explain and defend the purpose of the company, its importance and its necessity for society	0.88***
	LD2	Managers ensure that employees know the company’s purpose and how the company carries it out through its products and services	0.89***
	LD3	Managers believe in the company’s purpose and demonstrate it through their behavior and decisions	0.86***
	LD4	They seek to create new leaders among employees by promoting delegation, autonomy and empowerment	0.74***
	LD5	Managers propose training courses to their employees and make it easier for them to take these courses	0.67***
	LD6	Managers tell how they live the purpose daily	0.81***
	LD7	Managers make sure that their employees’ work is related to the purpose and spend time explaining to them how the work objectives contribute to the development of the purpose	0.84***
	LD8	Optimism and authenticity are promoted among employees	0.79***
	LD9	Employees believe in and champion the organization’s purpose	0.87***
	LD10	Informal conversations are held where personal purpose is shared within the company	0.81***
Purpose-driven management systems (SS)	SS1	Talent attraction and selection policies are related to the purpose, seeking to incorporate people identified with the company’s values into the company	0.79***
	SS2	The definition of jobs is aligned with the purpose and reflects how each job contributes to the development of the purpose	0.83***
	SS3	Training plans include actions to strengthen the culture of purpose within the organization	0.84***
	SS4	Talent development policies are related to the corporate purpose and encourage employees to commit to it	0.89***
	SS5	Objectives set for teams and employees are related to the purpose	0.86***
	SS6	Performance evaluation takes into account the contribution to the development of the purpose	0.85***
	SS7	Employees are recognized as contributing to the development of the purpose	0.85***
	SS8	Onboarding processes take into account the corporate purpose, explain what it is and how it is carried into the day-to-day running of the organization	0.78***
	SS9	We encourage teams to be autonomous and use agile methodologies to promote a sense of purpose and personal commitment	0.76***
	SS10	Compensation and benefits systems consider the contribution to the development of the purpose and is rewarded accordingly	0.75***
	SS11	Employees have work flexibility	0.50***
	SS12	The company has external certifications on management systems	0.34***
Purpose-driven communication (CM)	CM1	The company has a plan to communicate its purpose and how it contributes to each of its stakeholders	0.87***
	CM2	The company has communication officers responsible for informing and listening to the different stakeholders	0.81***
	CM3	The company links events and actions with the purpose to enhance its communication	0.87***
	CM4	Managers and employees collaborate with the dissemination of the purpose	0.86***
	CM5	The company has channels to inform and listen to stakeholders	0.82***
	CM6	The company has tools to know if its employees and customers know and share the purpose	0.80***
	CM7	The company has disruptive elements of hierarchy and vertical communication, such as having coffee with the CEO	0.63***
	CM8	The company communicates the results and how they develop the purpose to employees	0.83***
	CM9	The company communicates results and how they develop purpose to stakeholders	0.80***

Note(s):

Italic items have loadings greater than 0.7, and underlined items represent the five highest loadings for each dimension. ***p < 0.001

[ViewLarge]

Sharing Unavailable