Question items used in the study
| Second-order construct | First-order construct | Items |
|---|---|---|
| Dynamic capabilities; Teece (2007, 2018, 2020), Teece et al. (2020), Helfat and Peteraf (2015) | Environment scanning | Your enterprise |
| ESCAN1: On a regular basis, assesses local and international market trends | ||
| ESCAN2: On a regular basis, follows technology development trends | ||
| ESCAN3: On a regular basis, appraises competitors and their products/services | ||
| ESCAN4: On a regular basis, assesses customers' experiences and emerging needs | ||
| ESCAN5: Spares enough time for observing and evaluating the business environment | ||
| ESCAN6: Takes early notice of forthcoming environmental changes | ||
| Opportunity selection | Your enterprise | |
| OSELE1: Orients to high finance value projects even if they are risky | ||
| OSELE2: Takes bold strokes when looking for new opportunities | ||
| OSELE3: Is looking for new and original ideas | ||
| Employee engagement | Employees | |
| EENGAG1: On a regular basis, submit innovative product/service ideas | ||
| EENGAG2: Are encouraged to take calculated risks while implementing innovative ideas | ||
| EENGAG3: Invest their own time to work on innovation projects or services | ||
| EENGAG4: Mostly are initiators of innovation projects | ||
| EENGAG5: Take part in the commercialisation of innovative products/services | ||
| Commercialisation of innovations | CINNO1: Are happy about the success and return of innovative products/services | |
| CINNO2: Are capable of scaling up and commercialising our successful innovative products/services in local markets | ||
| CINNO3: Are always looking for innovative means around a barrier constraining consumption | ||
| Organisational learning | OLE1: Perceive failure of the project as an opportunity for learning and improvement | |
| OLE2: Know that there is a database (or other tools) for storing needed information and experience | ||
| OLE3: Consider permanent learning (in various forms) an important component of their work activities | ||
| Open innovation; Chesbrough (2003 a, b, c) and Wang et al. (2015a, b) | Open innovation: inside-out (investments in R&D projects) | INVEST1: Your enterprise dedicates resources and funds to support innovation projects |
| INVEST2: Your enterprise invests in research and development (R&D) | ||
| INVEST3: Your enterprise funds experimental projects realising that some of them will undoubtedly fail | ||
| Open innovation: outside-in (customer engagement in innovation projects) | CENGA1: At an early stage, innovative ideas are tested with customers | |
| CENGA2: If an innovative idea does not pass the customer test, the project is cancelled | ||
| Open innovation: inside-in (efficient collaboration of internal units) | INSIDE1: Employees are proficient in project management | |
| INSIDE2: Coordination and communication among business units and project teams are timely and efficient | ||
| INSIDE3: Existing processes and decision-making tools support each stage of innovation development | ||
| INSIDE4: It is clearly set when to proceed with innovative product/service development, when to cut it, increase/decrease investment, etc. | ||
| INSIDE5: Existing innovation project management tools support to achieve satisfactory innovation speed, return of investment and outcomes | ||
| Competitive firm performance; Mikalef and Pateli (2017) | FPER1: Sales of our enterprise rise more than 20% per year | |
| FPER2: Sales of our enterprise rise faster than sales of our competitors | ||
| FPER3: Our enterprise creates more products/services per year than our competitors | ||
| FPER4: Our enterprise's new products/services receive better evaluations than the new products/services of our competitors | ||
| Second-order construct | First-order construct | Items |
|---|---|---|
| Dynamic capabilities; | Environment scanning | |
| ESCAN1: On a regular basis, assesses local and international market trends | ||
| ESCAN2: On a regular basis, follows technology development trends | ||
| ESCAN3: On a regular basis, appraises competitors and their products/services | ||
| ESCAN4: On a regular basis, assesses customers' experiences and emerging needs | ||
| ESCAN5: Spares enough time for observing and evaluating the business environment | ||
| ESCAN6: Takes early notice of forthcoming environmental changes | ||
| Opportunity selection | ||
| OSELE1: Orients to high finance value projects even if they are risky | ||
| OSELE2: Takes bold strokes when looking for new opportunities | ||
| OSELE3: Is looking for new and original ideas | ||
| Employee engagement | ||
| EENGAG1: On a regular basis, submit innovative product/service ideas | ||
| EENGAG2: Are encouraged to take calculated risks while implementing innovative ideas | ||
| EENGAG3: Invest their own time to work on innovation projects or services | ||
| EENGAG4: Mostly are initiators of innovation projects | ||
| EENGAG5: Take part in the commercialisation of innovative products/services | ||
| Commercialisation of innovations | CINNO1: Are happy about the success and return of innovative products/services | |
| CINNO2: Are capable of scaling up and commercialising our successful innovative products/services in local markets | ||
| CINNO3: Are always looking for innovative means around a barrier constraining consumption | ||
| Organisational learning | OLE1: Perceive failure of the project as an opportunity for learning and improvement | |
| OLE2: Know that there is a database (or other tools) for storing needed information and experience | ||
| OLE3: Consider permanent learning (in various forms) an important component of their work activities | ||
| Open innovation; | Open innovation: inside-out (investments in R&D projects) | INVEST1: Your enterprise dedicates resources and funds to support innovation projects |
| INVEST2: Your enterprise invests in research and development (R&D) | ||
| INVEST3: Your enterprise funds experimental projects realising that some of them will undoubtedly fail | ||
| Open innovation: outside-in (customer engagement in innovation projects) | CENGA1: At an early stage, innovative ideas are tested with customers | |
| CENGA2: If an innovative idea does not pass the customer test, the project is cancelled | ||
| Open innovation: inside-in (efficient collaboration of internal units) | INSIDE1: Employees are proficient in project management | |
| INSIDE2: Coordination and communication among business units and project teams are timely and efficient | ||
| INSIDE3: Existing processes and decision-making tools support each stage of innovation development | ||
| INSIDE4: It is clearly set when to proceed with innovative product/service development, when to cut it, increase/decrease investment, etc. | ||
| INSIDE5: Existing innovation project management tools support to achieve satisfactory innovation speed, return of investment and outcomes | ||
| Competitive firm performance; | FPER1: Sales of our enterprise rise more than 20% per year | |
| FPER2: Sales of our enterprise rise faster than sales of our competitors | ||
| FPER3: Our enterprise creates more products/services per year than our competitors | ||
| FPER4: Our enterprise's new products/services receive better evaluations than the new products/services of our competitors | ||
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