| Survey items | ||
|---|---|---|
| Items | Anchors | |
| 1 | Diagnostic control systems | Likert scale 1–7: 1 = very low extent / 7 = very high extent |
| To what extent does the top management team use budgets and performance measures for the following | ||
| 1.1 | Identify critical performance variables (i.e., factors that indicate achievement of current strategy) | |
| 1.2 | Set targets for critical performance variables | |
| 1.3 | Monitor progress toward critical performance targets | |
| 1.4 | Provide information to correct deviations from present performance targets | |
| 1.5 | Review key areas of performance | |
| 2 | Interactive control systems | Likert scale 1–7: 1 = very low extent / 7 = very high extent |
| To what extent does the top management team use budgets and performance measures for the following | ||
| 2.1 | Provide a recurring and frequent agenda for top management activities | |
| 2.2 | Provide a recurring and frequent agenda for subordinate activities | |
| 2.3 | Enable continual challenge and debate of underlying data, assumptions and action plans with subordinates and peers | |
| 2.4 | Focus attention on strategic uncertainties (i.e., factors that may invalidate current strategy or provide opportunities for new strategic initiatives) | |
| 2.5 | encourage and facilitate dialog and information sharing with subordinates | |
| 3 | Beliefs control systems | Likert scale 1–7: 1 = very low extent / 7 = very high extent |
| To what extent.. . | ||
| 3.1 | Are the values, purpose and direction of the company codified in formal documents? (e.g., mission/value statements, credos, statements of purpose?) | |
| 3.2 | Does top management actively communicate core values to subordinates? | |
| 3.3 | Are formal statements of values used to create commitment to the long-term vision of top management? | |
| 3.4 | Are formal statements of values used to motivate and guide subordinates in searching for new opportunities? | |
| 4 | Boundary control systems | Likert scale 1–7: 1 = very low extent / 7 = very high extent |
| To what extent.. . | ||
| 4.1 | Are codes of conduct or similar statements relied upon to define appropriate behaviour? | |
| 4.2 | Are there policies or guidelines that stipulate specific areas for, or limits on, opportunity search and experimentation? | |
| 4.3 | Does top management actively communicate risks and activities to be avoided by subordinates? | |
| 4.4 | Are sanctions or punishments applied to subordinates who engage in risks and activities outside organizational policy, irrespective of the outcome? | |
| 5 | Organizational Structure | Likert scale 1–7 |
| 5.1 | Indicate how control information is typically communicated in your company | 1 = through highly structured, formal channels of communication; 7 = through very open, informal channels of communication |
| 5.2 | Indicate the accessibility of operational information in your company | 1 = highly restrictive access to important operational information; 7 = free flow of important operational information throughout the SBU |
| 5.3 | Indicate the content of work-related communication between top management and subordinates | 1 = top management decisions and mandates, instructional, direction giving; 7 = information and idea sharing, consultative, advice giving |
| 5.4 | In general, the operating management philosophy in my company favors | 1 = emphasis on giving the most say in decision making to formal line managers; 7 = emphasis on giving the most say to the expert in a given situation even if this means bypassing formal line authority |
| 5.5 | In general, the operating management philosophy in my company favors | 1 = emphasis on specialization and top-level coordination; 7 = emphasis on initiative and adaptation to the local situation |
| 6 | Job clarity | Likert scale 1–7: 1=strongly disagree and 7=strongly agree |
| 6.1 | Management makes its expectations clear | |
| 6.2 | Management has a clear view of where the organization is going and how to get there | |
| 6.3 | I am given the resources and equipment to do my job | |
| 7 | Group culture | Likert scale 1–7: 1 = strongly disagree and 7 = strongly agree |
| 7.1 | A team environment describes my work environment | |
| 7.2 | Loyalty is important in my work environment | |
| 7.3 | Morale is important in my work environment | |
| 8 | Leader-Member relationship quality | Likert scale 1–7: 1 “not at all descriptive of our relationship on average” and 7 “very descriptive of our relationship on average” |
| Please scale your relationship to your supervisor | ||
| 8.1 | Cordial | |
| 8.2 | Friendly | |
| 8.3 | Open | |
| 8.4 | Trusting | |
| 8.5 | Close | |
| 9 | Psychological safety | Likert scale 1–7: 1 = strongly disagree and 7 = strongly agree |
| 9.1 | I’m not afraid to be myself at work | |
| 9.2 | I am not afraid to express my opinions at work | |
| 9.3 | There is a friendly environment at work | |
| 10 | Identity fit | Likert scale 1–7: 1 = strongly disagree and 7 = strongly agree |
| 10.1 | My job “fits” how I see myself | |
| 10.2 | I like the identity my job gives me | |
| 10.3 | The work I do on this job helps me satisfy who I am | |
| 10.4 | My job “fits” how I see myself in the future | |
| Survey items | ||
|---|---|---|
| Items | Anchors | |
| 1.1 | Identify critical performance variables (i.e., factors that indicate achievement of current strategy) | |
| 1.2 | Set targets for critical performance variables | |
| 1.3 | Monitor progress toward critical performance targets | |
| 1.4 | Provide information to correct deviations from present performance targets | |
| 1.5 | Review key areas of performance | |
| 2.1 | Provide a recurring and frequent agenda for top management activities | |
| 2.2 | Provide a recurring and frequent agenda for subordinate activities | |
| 2.3 | Enable continual challenge and debate of underlying data, assumptions and action plans with subordinates and peers | |
| 2.4 | Focus attention on strategic uncertainties (i.e., factors that may invalidate current strategy or provide opportunities for new strategic initiatives) | |
| 2.5 | encourage and facilitate dialog and information sharing with subordinates | |
| 3.1 | Are the values, purpose and direction of the company codified in formal documents? (e.g., mission/value statements, credos, statements of purpose?) | |
| 3.2 | Does top management actively communicate core values to subordinates? | |
| 3.3 | Are formal statements of values used to create commitment to the long-term vision of top management? | |
| 3.4 | Are formal statements of values used to motivate and guide subordinates in searching for new opportunities? | |
| 4.1 | Are codes of conduct or similar statements relied upon to define appropriate behaviour? | |
| 4.2 | Are there policies or guidelines that stipulate specific areas for, or limits on, opportunity search and experimentation? | |
| 4.3 | Does top management actively communicate risks and activities to be avoided by subordinates? | |
| 4.4 | Are sanctions or punishments applied to subordinates who engage in risks and activities outside organizational policy, irrespective of the outcome? | |
| 5 | ||
| 5.1 | Indicate how control information is typically communicated in your company | 1 = through highly structured, formal channels of communication; 7 = through very open, informal channels of communication |
| 5.2 | Indicate the accessibility of operational information in your company | 1 = highly restrictive access to important operational information; 7 = free flow of important operational information throughout the SBU |
| 5.3 | Indicate the content of work-related communication between top management and subordinates | 1 = top management decisions and mandates, instructional, direction giving; 7 = information and idea sharing, consultative, advice giving |
| 5.4 | In general, the operating management philosophy in my company favors | 1 = emphasis on giving the most say in decision making to formal line managers; 7 = emphasis on giving the most say to the expert in a given situation even if this means bypassing formal line authority |
| 5.5 | In general, the operating management philosophy in my company favors | 1 = emphasis on specialization and top-level coordination; 7 = emphasis on initiative and adaptation to the local situation |
| 6 | ||
| 6.1 | Management makes its expectations clear | |
| 6.2 | Management has a clear view of where the organization is going and how to get there | |
| 6.3 | I am given the resources and equipment to do my job | |
| 7 | ||
| 7.1 | A team environment describes my work environment | |
| 7.2 | Loyalty is important in my work environment | |
| 7.3 | Morale is important in my work environment | |
| 8 | ||
| 8.1 | Cordial | |
| 8.2 | Friendly | |
| 8.3 | Open | |
| 8.4 | Trusting | |
| 8.5 | Close | |
| 9 | ||
| 9.1 | I’m not afraid to be myself at work | |
| 9.2 | I am not afraid to express my opinions at work | |
| 9.3 | There is a friendly environment at work | |
| 10 | ||
| 10.1 | My job “fits” how I see myself | |
| 10.2 | I like the identity my job gives me | |
| 10.3 | The work I do on this job helps me satisfy who I am | |
| 10.4 | My job “fits” how I see myself in the future | |
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