Handbook of Management Scales/Organizational responsiveness
Organizational responsiveness (alpha = 0.78; 0.80)[edit | edit source]
Description[edit | edit source]
To measure the construct, the authors relied on scale items previously used by Kale et al. (2000), Kohli et al. (1993), and Mohr & Spekman (1994).
Definition[edit | edit source]
Organizational responsiveness refers to a firm’s reaction to external entities and events occurring in its environment.
Items[edit | edit source]
- The firm/partner trusts outsiders unless given a reason not to (e.g., willingly shares sensitive information, such as future product introductions, allowing other firms on customer sites). (0.62; 0.77)
- The firm/partner has an open approach to conflict resolution (e.g., disagreements are monitored, discussed openly, and resolved by the parties involved). (0.85; 0.83)
- The firm/partner is open minded and creative in its approach to problem solving (e.g., is flexible, explores its boundaries, differentiates its value proposition). (0.82; 0.82)
- The firm/partner is unpretentious and humble in its attitude to outsiders such as partners and suppliers. (0.70; 0.73)
- The firm/partner is agile (e.g., quick to respond to emerging situations, reach decisions, sign agreements, enter markets, launch products, and seize opportunities). (0.64; 0.74)
Source[edit | edit source]
- Lavie et al. (2012): Organizational Differences, Relational Mechanisms, and Alliance Performance. Strategic Management Journal, Vol. 33, No. 13, pp. 1453–1479
Comments[edit | edit source]
Some items might rather measure "trusting outsiders" or "openness".