Questionnaire items for all constructs: organizational learning, sustainable performance, distributed leadership
| Construct | Dimensions | Items |
|---|---|---|
| Organizational learning | Individual as an agent of OL | Employees who are more experienced are trainers and advisers to those who have less experienced |
| Workers spend time reflecting on everyday activities, solutions, mistakes and/or successes | ||
| The company uses a change of job positions to extend the skills of employees | ||
| An individual development plan is created for each employee in the company | ||
| Employees in our company are people with high aspirations | ||
| Employees at all levels are committed to improving the processes and/or products of the company | ||
| Employees systematically participate in formally organized training | ||
| Career plans for employees consider their individual needs and aspirations | ||
| Collective learning | Teamwork is appreciated as a way to accomplish complex tasks | |
| Teamwork is valued as a way of doing things that can lead to breakthrough ideas | ||
| A great emphasis in teams/groups is put on mutual learning | ||
| Employees take an active part in defining the common goals of the team (or another organizational unit) | ||
| Teamwork is appreciated as a way to build new solutions (changes in products/processes) | ||
| Employees actively seek knowledge and information outside their team (or another organizational unit) | ||
| Progress, results and errors are systematically jointly analyzed and discussed | ||
| Inter-functional teams (gathering employees from various departments) are often established in the company | ||
| Mutual trust dominates between employees | ||
| Inter-organizational learning | Employees from partner companies cooperate in joint projects | |
| The flow of information between partner companies is intense | ||
| Intensive cooperation with clients is carried out | ||
| The company cooperates with universities, research institutes and non-governmental organizations | ||
| The company’s relations with the co-operators are characterized by partnership and not by domination or coercion | ||
| The company uses the services of other organizations to develop its own technology or specific products (e.g. hiring a laboratory to test the strength of a new product) | ||
| The company enters into cooperation with other organizations to gain access to resources or competences that it does not have and intends to develop (e.g. imitation of solutions developed by others, purchase of new technology) | ||
| The company cooperates with other organizations to develop new technologies and/or products with them (establishing cooperation allows for sharing risk, costs and/or combining competences) | ||
| Mutual trust dominates in relations with business partners | ||
| System thinking | The employees have a sense of responsibility for the company’s results | |
| The middle- and top-level managers ensure that individual units do not achieve their results at the expense of other parts of the company | ||
| Managers examine in detail the effects of their decisions not only in the short-but also in the long term | ||
| Managers examine in detail whether and what the consequences of their decisions (not only locally but also in other parts of the company) are | ||
| The company uses modeling and/or simulations as support for decision-making | ||
| The quality of decisions is assessed | ||
| Information system mobilizing development | Information flow on the supervisor-subordinate line is very intense and mutual | |
| Organizational problems are freely discussed by employees from various positions and departments | ||
| Employees willingly use any IT tools available in the company (messengers, information systems such as ERP and databases) | ||
| The company extensively use early warning systems (which are designed to monitor internal processes and the environment) | ||
| The company’s reporting concerns not only financial matters but also the implementation of development goals | ||
| Employees quickly receive feedback about the results of their work | ||
| The usability of information systems used in the organization is high | ||
| The reliability of information systems used in the organization is high | ||
| The reliability of information included in information systems used in the organization is high | ||
| The reliability of support services available for information systems used in the organization is high | ||
| Distributed leadership | Transitivity of power | The actual power in the enterprise depends primarily on the type of task and conditions of its implementation and not on the position held |
| Supportive behavior of managers | Relationships between the superior and the subordinate are dominated by partnership, openness and mutual trust (not dominance, secretiveness and distrust) | |
| Atmosphere in the superior-subordinate relations | Managers act as mentors, advisors and/or intellectual partners to their subordinates | |
| Willingness of employees to assume the power | Employees are ready to make their own decisions | |
| Conjoint activity | In the company, pro-group activities are predominant, manifested by, among other things, orientation toward others, mutual help, interest in other people and involvement in group activities | |
| A compromising and cooperative orientation predominates in the organization; the tendency toward confrontation, when justified, is adopted | ||
| A sense of common purpose prevails in the organization | ||
| Sustainable performance | Economic performance | Revenues |
| Productivity (low costs) | ||
| Return on investment (ROI) | ||
| New products or services successfully launched | ||
| Environmental performance | Emissions, effluent and waste | |
| Consumption of hazardous/harmful/toxic materials | ||
| Resources use (key materials/energy/water) | ||
| Environmental impacts of products/services sold | ||
| Impacts on biodiversity | ||
| Social performance | Employees’ satisfaction | |
| Health and safety occupational conditions | ||
| Customer satisfaction | ||
| Quality (reliability, diligence) | ||
| Participation in the development of healthy and livable communities | ||
| Fulfillment of social and environmental criteria by the company’s suppliers |
| Construct | Dimensions | Items |
|---|---|---|
| Organizational learning | Individual as an agent of OL | Employees who are more experienced are trainers and advisers to those who have less experienced |
| Workers spend time reflecting on everyday activities, solutions, mistakes and/or successes | ||
| The company uses a change of job positions to extend the skills of employees | ||
| An individual development plan is created for each employee in the company | ||
| Employees in our company are people with high aspirations | ||
| Employees at all levels are committed to improving the processes and/or products of the company | ||
| Employees systematically participate in formally organized training | ||
| Career plans for employees consider their individual needs and aspirations | ||
| Collective learning | Teamwork is appreciated as a way to accomplish complex tasks | |
| Teamwork is valued as a way of doing things that can lead to breakthrough ideas | ||
| A great emphasis in teams/groups is put on mutual learning | ||
| Employees take an active part in defining the common goals of the team (or another organizational unit) | ||
| Teamwork is appreciated as a way to build new solutions (changes in products/processes) | ||
| Employees actively seek knowledge and information outside their team (or another organizational unit) | ||
| Progress, results and errors are systematically jointly analyzed and discussed | ||
| Inter-functional teams (gathering employees from various departments) are often established in the company | ||
| Mutual trust dominates between employees | ||
| Inter-organizational learning | Employees from partner companies cooperate in joint projects | |
| The flow of information between partner companies is intense | ||
| Intensive cooperation with clients is carried out | ||
| The company cooperates with universities, research institutes and non-governmental organizations | ||
| The company’s relations with the co-operators are characterized by partnership and not by domination or coercion | ||
| The company uses the services of other organizations to develop its own technology or specific products ( | ||
| The company enters into cooperation with other organizations to gain access to resources or competences that it does not have and intends to develop ( | ||
| The company cooperates with other organizations to develop new technologies and/or products with them (establishing cooperation allows for sharing risk, costs and/or combining competences) | ||
| Mutual trust dominates in relations with business partners | ||
| System thinking | The employees have a sense of responsibility for the company’s results | |
| The middle- and top-level managers ensure that individual units do not achieve their results at the expense of other parts of the company | ||
| Managers examine in detail the effects of their decisions not only in the short-but also in the long term | ||
| Managers examine in detail whether and what the consequences of their decisions (not only locally but also in other parts of the company) are | ||
| The company uses modeling and/or simulations as support for decision-making | ||
| The quality of decisions is assessed | ||
| Information system mobilizing development | Information flow on the supervisor-subordinate line is very intense and mutual | |
| Organizational problems are freely discussed by employees from various positions and departments | ||
| Employees willingly use any IT tools available in the company (messengers, information systems such as ERP and databases) | ||
| The company extensively use early warning systems (which are designed to monitor internal processes and the environment) | ||
| The company’s reporting concerns not only financial matters but also the implementation of development goals | ||
| Employees quickly receive feedback about the results of their work | ||
| The usability of information systems used in the organization is high | ||
| The reliability of information systems used in the organization is high | ||
| The reliability of information included in information systems used in the organization is high | ||
| The reliability of support services available for information systems used in the organization is high | ||
| Distributed leadership | Transitivity of power | The actual power in the enterprise depends primarily on the type of task and conditions of its implementation and not on the position held |
| Supportive behavior of managers | Relationships between the superior and the subordinate are dominated by partnership, openness and mutual trust (not dominance, secretiveness and distrust) | |
| Atmosphere in the superior-subordinate relations | Managers act as mentors, advisors and/or intellectual partners to their subordinates | |
| Willingness of employees to assume the power | Employees are ready to make their own decisions | |
| Conjoint activity | In the company, pro-group activities are predominant, manifested by, among other things, orientation toward others, mutual help, interest in other people and involvement in group activities | |
| A compromising and cooperative orientation predominates in the organization; the tendency toward confrontation, when justified, is adopted | ||
| A sense of common purpose prevails in the organization | ||
| Sustainable performance | Economic performance | Revenues |
| Productivity (low costs) | ||
| Return on investment (ROI) | ||
| New products or services successfully launched | ||
| Environmental performance | Emissions, effluent and waste | |
| Consumption of hazardous/harmful/toxic materials | ||
| Resources use (key materials/energy/water) | ||
| Environmental impacts of products/services sold | ||
| Impacts on biodiversity | ||
| Social performance | Employees’ satisfaction | |
| Health and safety occupational conditions | ||
| Customer satisfaction | ||
| Quality (reliability, diligence) | ||
| Participation in the development of healthy and livable communities | ||
| Fulfillment of social and environmental criteria by the company’s suppliers |