Table III Reliability statistics for the...

Table III

Reliability statistics for the scales

	Number of items (n)	Mean	Variance	Significance level (p)	SD	Cronbach’s reliability (α)
Managers’ entrepreneurial orientation EO (H1)	n=14	30.91	54.06	p=0.000**	7.35	α=0.77
Innovativeness (H1a)	n=4	8.98	15.90	p=0.25	3.98	α=0.84
We are usually first-to-market with new products or services		2.10			1.15
I encourage the development of innovative marketing strategies, knowing well that some will fail		2.30			1.22
I value creative new solutions more than the solutions of conventional wisdom		2.33			1.14
Our R&D team embraces new ideas and exemplifies technological leadership		2.25			1.32
Proactiveness (H1b)	n=4	10.59	9.89	p=0.000**	3.15	α=0.76
Play it safe		2.17			1.19
Risk-reducing		2.19			1.09
Debt seeking		1.86			1.08
Uncertainty is not a priority for me		1.10			1.04
Risk-taking (H1c)	n=6	11.35	9.28	p=0.000**	3.05	α=0.71
I accept risks		2.58			0.92
Lack of confidence		1.44			1.13
I think that change creates opportunities		2.72			0.87
I prefer opportunities over problems		2.19			1.14
Introduce ahead of competition		2.91			1.06
Anticipate future demand		2.78			1.03
Importing current processes and operations used in other countries and adapting as needed		2.49			1.16
Importing current processes and operations and forcing them to work in a new environment		2.15			1.28
Adapting to (or creating) a local infrastructure through non-traditional channels		1.78			1.15
Government affiliation (H2)	n=3		4.275	p=0.5**		α=0.70
When entering a newly liberalized market, which hierarchal level of government is the most important for you when establishing relationships?		5.00			5.082	α=0.76
How intensive (closely integrated) will your relationship be with the level of government selected in the previous question? (1: least intensive, 5: most intensive)		2.56			1.37
When entering a newly liberalized market, how important is the government affiliation to your company’s strategy?		2.44			1.28
Firm global performance: compared to your main competitors, mark your company’s level of performance spanning the last three financial years (H3)	n=14	31.17	91.020	p=0.000**	9.540	α=0.93
1. Overseas markets		2.12			1.05
2. Revenue growth		2.32			1.11
3. Profitability		2.43			1.05
4. Overall performance		2.52			0.99
5. Profit to revenue ratio		2.46			0.92
6. Cash flow		2.30			0.98
7. Net profit		2.44			0.94
8. ROI		2.51			0.91
9. ROA		2.44			0.87
10. Market share gain		2.17			1.15
11. Service quality		2.48			0.99
12. Competitive profile		2.74			0.95
13. Growth estimate for 5 years		2.23			1.00
14. Net profit		2.44			0.94

	Number of items (n)	Mean	Variance	Significance level (p)	SD	Cronbach’s reliability (α)
Managers’ entrepreneurial orientation EO (H1)	n=14	30.91	54.06	p=0.000**	7.35	α=0.77
Innovativeness (H1a)	n=4	8.98	15.90	p=0.25	3.98	α=0.84
We are usually first-to-market with new products or services		2.10			1.15
I encourage the development of innovative marketing strategies, knowing well that some will fail		2.30			1.22
I value creative new solutions more than the solutions of conventional wisdom		2.33			1.14
Our R&D team embraces new ideas and exemplifies technological leadership		2.25			1.32
Proactiveness (H1b)	n=4	10.59	9.89	p=0.000**	3.15	α=0.76
Play it safe		2.17			1.19
Risk-reducing		2.19			1.09
Debt seeking		1.86			1.08
Uncertainty is not a priority for me		1.10			1.04
Risk-taking (H1c)	n=6	11.35	9.28	p=0.000**	3.05	α=0.71
I accept risks		2.58			0.92
Lack of confidence		1.44			1.13
I think that change creates opportunities		2.72			0.87
I prefer opportunities over problems		2.19			1.14
Introduce ahead of competition		2.91			1.06
Anticipate future demand		2.78			1.03
Importing current processes and operations used in other countries and adapting as needed		2.49			1.16
Importing current processes and operations and forcing them to work in a new environment		2.15			1.28
Adapting to (or creating) a local infrastructure through non-traditional channels		1.78			1.15
Government affiliation (H2)	n=3		4.275	p=0.5**		α=0.70
When entering a newly liberalized market, which hierarchal level of government is the most important for you when establishing relationships?		5.00			5.082	α=0.76
How intensive (closely integrated) will your relationship be with the level of government selected in the previous question? (1: least intensive, 5: most intensive)		2.56			1.37
When entering a newly liberalized market, how important is the government affiliation to your company’s strategy?		2.44			1.28
Firm global performance: compared to your main competitors, mark your company’s level of performance spanning the last three financial years (H3)	n=14	31.17	91.020	p=0.000**	9.540	α=0.93
1. Overseas markets		2.12			1.05
2. Revenue growth		2.32			1.11
3. Profitability		2.43			1.05
4. Overall performance		2.52			0.99
5. Profit to revenue ratio		2.46			0.92
6. Cash flow		2.30			0.98
7. Net profit		2.44			0.94
8. ROI		2.51			0.91
9. ROA		2.44			0.87
10. Market share gain		2.17			1.15
11. Service quality		2.48			0.99
12. Competitive profile		2.74			0.95
13. Growth estimate for 5 years		2.23			1.00
14. Net profit		2.44			0.94

Notes: Typical five-point Likert scales were used to measure each concept. EO (innovativeness; proactiveness, and risk-taking) (1=totally disagree; 5=totally agree). Government affiliation (1=less intensive; 5=most intensive) (1=not important; 5=critically important). Firm global performance (1=much worse than my competitors; 5=generally outperforming my competitors). **Statistically significant at P⩽0.001

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