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The knowledge strategy orientation scale: individual perceptions of firm-level phenomena.


by Miller, Brian K.^Bierly, Paul E., III^Daly, Paula S.
Journal of Managerial Issues • Fall, 2007 •

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Brian K. Miller

Assistant Professor of Management

Texas State University

Paul E. Bierly, III

Assistant Professor of Management

James Madison University

Paula S. Daly

Assistant Professor of Management

James Madison University Table 1 Pattern Matrix for Principal Axis Factor Analysis in Sample One

Factor

1 2 Explorer 1 .763 -.057 Explorer 2 .674 .048 Explorer 3 .626 .044 Explorer 4 .356 .243 Exploiter 1 .159 .535 Exploiter 2 .047 .300 Exploiter 3 -.135 .993 Exploiter 4 .282 .429 Note: Largest factor loadings in bold. Table 2 Item Level Knowledge Strategy Orientation Scale Descriptive Statistics and Correlations

1 2 3 4 Mean 2.77 3.07 2.57 2.84 Standard deviation 1.15 1.07 1.05 1.00 Skewness 0.39 0.06 0.44 0.06 Kurtosis -1.12 -1.39 -0.67 -1.07 Explorer 1 0.51 ** 0.37 ** 0.42 ** Explorer 2 0.61 ** 0.20 * 0.19 Explorer 3 0.32 ** 0.25 * 0.48 ** Explorer 4 0.40 ** 0.42 ** 0.29 ** Exploiter 1 0.23 * 0.34 ** 0.32 ** 0.21 * Exploiter 2 0.30 ** 0.38 ** 0.17 0.07 Exploiter 3 0.29 ** 0.42 ** 0.01 0.25 * Exploiter 4 0.31 ** 0.17 -0.02 0.06 Mean 2.94 3.05 2.69 2.89 Standard deviation 1.06 0.94 1.06 1.05 Skewness 0.39 0.05 0.38 0.22 Kurtosis -1.36 -1.56 -0.79 -0.99

5 6 7 8 Mean 3.49 4.00 3.43 3.62 Standard deviation 0.97 0.81 0.93 0.87 Skewness -0.86 -1.10 -0.65 -1.11 Kurtosis -0.40 1.31 -0.71 0.43 Explorer 1 0.33 ** 0.16 0.30 ** 0.26 ** Explorer 2 0.41 ** 0.19 0.27 ** 0.31 ** Explorer 3 0.47 ** 0.28 ** 0.30 ** 0.27 ** Explorer 4 0.33 ** 0.35 ** 0.30 ** 0.13 Exploiter 1 0.46 ** 0.48 ** 0.48 ** Exploiter 2 0.46 ** 0.48 ** 0.32 ** Exploiter 3 0.58 ** 0.36 ** 0.32 ** Exploiter 4 0.29 ** 0.32 ** 0.33 ** Mean 3.70 3.94 3.47 3.66 Standard deviation 0.80 0.80 0.92 0.90 Skewness -0.88 -1.14 -0.59 -0.86 Kurtosis 0.36 1.45 -0.52 -0.17 Note: N = 98. Sample Two statistics in upper right side of table; Sample Three statistics in lower left side of table. * p < .05 (two-tailed), ** p < 0.01 (two-tailed). Table 3 Fit Statistics for the Knowledge Strategy Orientation Models Model [chi square] df [DELTA] [DELTA]df

[chi square] Sample Two (a)

2-Factor Model 39.60 19 33.64 1

1-Factor Model 73.24 20 -- -- Sample Three (a)

2-Factor Model 35.43 19 12.85 1

1-Factor Model 48.28 20 -- -- Model p-value CFI RMSEA SRMR Sample Two (a)

2-Factor Model 0.000 0.92 0.097 0.065

1-Factor Model 0.000 0.79 0.160 0.098 Sample Three (a)

2-Factor Model 0.000 0.95 0.093 0.066

1-Factor Model 0.000 0.91 0.120 0.080 (a) N = 98 Note: [DELTA][chi square] = change in Chi-square; [DELTA]df = change in degrees of freedom; CFI = comparative fit index; RMSEA = root mean square error of approximation; SRMR = standardized root mean square residual. Table 4 Completely Standardized Factor Patterns (a) for Alternative Models of Knowledge Strategy Orientation in Three Samples

1-Factor Models

Sample Two Sample Three Item Knowledge Strategy Factor Explorer 1 0.71 (0.45) 0.61 (0.28) Explorer 2 0.69 (0.54) 0.54 (0.25) Explorer 3 0.37 (0.12) 0.61 (0.34) Explorer 4 0.49 (0.22) 0.52 (0.27) Exploiter 1 0.47 (0.35) 0.75 (0.59) Exploiter 2 0.43 (0.29) 0.46 (0.33) Exploiter 3 0.56 (0.36) 0.57 (0.38) Exploiter 4 0.34 (0.14) 0.46 (0.28)

2-Factor Models

Sample Two Sample Three Item Explorer Exploiter Explorer Exploiter Explorer 1 0.80 (0.56) -- 0.76 (0.44) -- Explorer 2 0.75 (0.65) -- 0.57 (0.28) -- Explorer 3 0.40 (0.14) -- 0.66 (0.40) -- Explorer 4 0.55 (0.28) -- 0.61 (0.37) -- Exploiter 1 -- 0.61 (0.57) -- 0.78 (0.64) Exploiter 2 -- 0.46 (0.34) -- 0.49 (0.36) Exploiter 3 -- 0.68 (0.54) -- 0.59 (0.41) Exploiter 4 -- 0.39 (0.19) -- 0.48 (0.31) (a) [R.sup.2] values in parentheses. Table 5 Correlations and Z-tests for Relationship between Focal Constructs and Distinctive Competencies Distinctive Sample Three Correlations Competencies Explorer Exploiter Z score Radical Innovation

Research and development .42 ** .38 ** 0.454

Product technology .40 ** .44 ** -0.499

New product development .56 ** .38 ** 2.152 *

Speed to market .60 ** .41 ** 2.344 * Incremental Innovation

Process technology .29 ** .47 ** -2.021 *

Customer preferences .02 .26 * -2.468 *

Cost reduction .26 * .42 ** -3.048 *


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COPYRIGHT 2007 Pittsburg State University - Department of Economics Reproduced with permission of the copyright holder. Further reproduction or distribution is prohibited without permission.
Copyright 2007, Gale Group. All rights reserved. Gale Group is a Thomson Corporation Company.
NOTE: All illustrations and photos have been removed from this article.


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