Table AI. Research constructs and... | Emerald Publishing

Table AI.

Research constructs and variables

Dimension/item	Literature source
Knowledge acquisition
External: AQCOEX1: The employees attend fairs and exhibitions regularly AQCOEX2: The organization encourages its employees to join formal or informal networks made up of people from outside the organization AQCOEX3: The company is in touch with professionals and expert technicians AQCOEX4: Co-operation agreements with other companies, universities, technical colleges, etc. are promoted AQCOEX5: Customers are a source of market information Internal: AQCOIN1: New ideas and approaches on work performance are experimented continually AQCOIN2: There is a consolidated and resourceful research and development policy AQCOIN3: Internal survey to determine customer needs AQCOIN4: Organizational systems and procedures support innovation	Huber (1991), Lopez et al. (2005), Jiménez-Jiménez and Sanz-Valle (2011)
Knowledge distribution
DISCON1: The company has formal mechanisms to guarantee the sharing of best practices among the different fields of activity DISCON2: There are individuals responsible for collecting, assembling and distributing employees’ suggestions internally DISCON3: There are individuals within the organization who take part in several teams or divisions and who also act as links between them DISCON4: All members are informed about the aims of the company DISCON5: Employees are encouraged to talk and learn among them. DISCON6: It is a rule to share information with customers DISCON7: Customer information is easily accessible DISCON8: Employees of different divisions of the organization meet periodically to discuss customers’ needs DISCON9: When a company division obtains customer information, it shares with the others DISCON10: Customer information is available to all divisions DISCON11: Meetings are periodically held to inform all the employees about the latest innovations in the company	Huber (1991), Lopez et al. (2005), Jiménez-Jiménez and Sanz-Valle (2011)
Knowledge interpretation
INTCON1: All the members of the organization share the same aim, to which they feel committed INTCON2: Employees share knowledge and experience by talking to each other INTCON3: Teamwork is a very common practice in the company INTCON4: The company develops internal rotation programs so as to facilitate the shift of the employees from one department or function to another INTCON5: The company offers other opportunities to learn (visits to other parts of the organization, internal training programs, etc.) so as to make individuals aware of other people’s or departments’ duties	Huber (1991), Lopez et al. (2005), Jiménez-Jiménez and Sanz-Valle (2011)
Organizational memory
MEMORG1: The company has databases to store its experiences and knowledge so as to be able to use them later on MEMORG2: The company has up-to-date databases of its clients MEMORG3: There is access to the organization’s database and documents through some kind of network (Lotus Notes, intranet, etc.) MEMORG4: Databases are always kept up-to-date
SI scale
INOSER1: Our company has developed new services INOSER2: Our company has improved and promoted existing services INOSER3: Our company has repackaged and promoted existing services INOSER4: Our company has extended and promoted existing service lines INOSER5: Our company has introduced new services that competitors do not offer in the market	Avlonitis et al. (2001), Chen et al. (2016)
Organisational performance scale
DESOP1: Customer loyalty DESOP2: Sales growth DESOP3: Profitability DESOP4: Return of investment	Tippins and Sohi (2003), Mallén et al. (2016)

Dimension/item	Literature source
Knowledge acquisition
External:AQCOEX1: The employees attend fairs and exhibitions regularlyAQCOEX2: The organization encourages its employees to join formal or informal networks made up of people from outside the organizationAQCOEX3: The company is in touch with professionals and expert techniciansAQCOEX4: Co-operation agreements with other companies, universities, technical colleges, etc. are promotedAQCOEX5: Customers are a source of market informationInternal:AQCOIN1: New ideas and approaches on work performance are experimented continuallyAQCOIN2: There is a consolidated and resourceful research and development policyAQCOIN3: Internal survey to determine customer needsAQCOIN4: Organizational systems and procedures support innovation	Huber (1991), Lopez et al. (2005), Jiménez-Jiménez and Sanz-Valle (2011)
Knowledge distribution
DISCON1: The company has formal mechanisms to guarantee the sharing of best practices among the different fields of activityDISCON2: There are individuals responsible for collecting, assembling and distributing employees’ suggestions internallyDISCON3: There are individuals within the organization who take part in several teams or divisions and who also act as links between themDISCON4: All members are informed about the aims of the companyDISCON5: Employees are encouraged to talk and learn among them.DISCON6: It is a rule to share information with customersDISCON7: Customer information is easily accessibleDISCON8: Employees of different divisions of the organization meet periodically to discuss customers’ needsDISCON9: When a company division obtains customer information, it shares with the othersDISCON10: Customer information is available to all divisionsDISCON11: Meetings are periodically held to inform all the employees about the latest innovations in the company	Huber (1991), Lopez et al. (2005), Jiménez-Jiménez and Sanz-Valle (2011)
Knowledge interpretation
INTCON1: All the members of the organization share the same aim, to which they feel committedINTCON2: Employees share knowledge and experience by talking to each otherINTCON3: Teamwork is a very common practice in the companyINTCON4: The company develops internal rotation programs so as to facilitate the shift of the employees from one department or function to anotherINTCON5: The company offers other opportunities to learn (visits to other parts of the organization, internal training programs, etc.) so as to make individuals aware of other people’s or departments’ duties	Huber (1991), Lopez et al. (2005), Jiménez-Jiménez and Sanz-Valle (2011)
Organizational memory
MEMORG1: The company has databases to store its experiences and knowledge so as to be able to use them later onMEMORG2: The company has up-to-date databases of its clientsMEMORG3: There is access to the organization’s database and documents through some kind of network (Lotus Notes, intranet, etc.)MEMORG4: Databases are always kept up-to-date
SI scale
INOSER1: Our company has developed new servicesINOSER2: Our company has improved and promoted existing servicesINOSER3: Our company has repackaged and promoted existing servicesINOSER4: Our company has extended and promoted existing service linesINOSER5: Our company has introduced new services that competitors do not offer in the market	Avlonitis et al. (2001), Chen et al. (2016)
Organisational performance scale
DESOP1: Customer loyaltyDESOP2: Sales growthDESOP3: ProfitabilityDESOP4: Return of investment	Tippins and Sohi (2003), Mallén et al. (2016)