Appendix B: 8 Dimensions and Factor Loadings for OCC
- Page ID
- 23388
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\(\newcommand{\avec}{\mathbf a}\) \(\newcommand{\bvec}{\mathbf b}\) \(\newcommand{\cvec}{\mathbf c}\) \(\newcommand{\dvec}{\mathbf d}\) \(\newcommand{\dtil}{\widetilde{\mathbf d}}\) \(\newcommand{\evec}{\mathbf e}\) \(\newcommand{\fvec}{\mathbf f}\) \(\newcommand{\nvec}{\mathbf n}\) \(\newcommand{\pvec}{\mathbf p}\) \(\newcommand{\qvec}{\mathbf q}\) \(\newcommand{\svec}{\mathbf s}\) \(\newcommand{\tvec}{\mathbf t}\) \(\newcommand{\uvec}{\mathbf u}\) \(\newcommand{\vvec}{\mathbf v}\) \(\newcommand{\wvec}{\mathbf w}\) \(\newcommand{\xvec}{\mathbf x}\) \(\newcommand{\yvec}{\mathbf y}\) \(\newcommand{\zvec}{\mathbf z}\) \(\newcommand{\rvec}{\mathbf r}\) \(\newcommand{\mvec}{\mathbf m}\) \(\newcommand{\zerovec}{\mathbf 0}\) \(\newcommand{\onevec}{\mathbf 1}\) \(\newcommand{\real}{\mathbb R}\) \(\newcommand{\twovec}[2]{\left[\begin{array}{r}#1 \\ #2 \end{array}\right]}\) \(\newcommand{\ctwovec}[2]{\left[\begin{array}{c}#1 \\ #2 \end{array}\right]}\) \(\newcommand{\threevec}[3]{\left[\begin{array}{r}#1 \\ #2 \\ #3 \end{array}\right]}\) \(\newcommand{\cthreevec}[3]{\left[\begin{array}{c}#1 \\ #2 \\ #3 \end{array}\right]}\) \(\newcommand{\fourvec}[4]{\left[\begin{array}{r}#1 \\ #2 \\ #3 \\ #4 \end{array}\right]}\) \(\newcommand{\cfourvec}[4]{\left[\begin{array}{c}#1 \\ #2 \\ #3 \\ #4 \end{array}\right]}\) \(\newcommand{\fivevec}[5]{\left[\begin{array}{r}#1 \\ #2 \\ #3 \\ #4 \\ #5 \\ \end{array}\right]}\) \(\newcommand{\cfivevec}[5]{\left[\begin{array}{c}#1 \\ #2 \\ #3 \\ #4 \\ #5 \\ \end{array}\right]}\) \(\newcommand{\mattwo}[4]{\left[\begin{array}{rr}#1 \amp #2 \\ #3 \amp #4 \\ \end{array}\right]}\) \(\newcommand{\laspan}[1]{\text{Span}\{#1\}}\) \(\newcommand{\bcal}{\cal B}\) \(\newcommand{\ccal}{\cal C}\) \(\newcommand{\scal}{\cal S}\) \(\newcommand{\wcal}{\cal W}\) \(\newcommand{\ecal}{\cal E}\) \(\newcommand{\coords}[2]{\left\{#1\right\}_{#2}}\) \(\newcommand{\gray}[1]{\color{gray}{#1}}\) \(\newcommand{\lgray}[1]{\color{lightgray}{#1}}\) \(\newcommand{\rank}{\operatorname{rank}}\) \(\newcommand{\row}{\text{Row}}\) \(\newcommand{\col}{\text{Col}}\) \(\renewcommand{\row}{\text{Row}}\) \(\newcommand{\nul}{\text{Nul}}\) \(\newcommand{\var}{\text{Var}}\) \(\newcommand{\corr}{\text{corr}}\) \(\newcommand{\len}[1]{\left|#1\right|}\) \(\newcommand{\bbar}{\overline{\bvec}}\) \(\newcommand{\bhat}{\widehat{\bvec}}\) \(\newcommand{\bperp}{\bvec^\perp}\) \(\newcommand{\xhat}{\widehat{\xvec}}\) \(\newcommand{\vhat}{\widehat{\vvec}}\) \(\newcommand{\uhat}{\widehat{\uvec}}\) \(\newcommand{\what}{\widehat{\wvec}}\) \(\newcommand{\Sighat}{\widehat{\Sigma}}\) \(\newcommand{\lt}{<}\) \(\newcommand{\gt}{>}\) \(\newcommand{\amp}{&}\) \(\definecolor{fillinmathshade}{gray}{0.9}\)| Item # | Question | Factor loadings |
|---|---|---|
| Do the unit leader(s) | Factor 1: Trustworthy leaders | |
| 01 | protect the core values while encouraging change? | 0.708 |
| 02 | consistently articulate an inspiring vision of the future? | 0.738 |
| 03 | show courage in their support of change initiatives? | 0.709 |
| 04 | demonstrate humility while fiercely pursuing the vision? | 0.718 |
| Do we have an organizational culture that | Factor 2: Innovative culture | |
| 05 | values innovation and change? | 0.509 |
| 06 | attracts and retains creative people? | 0.693 |
| 07 | provides resources to experiment with new ideas? | 0.726 |
| 08 | allows people to take risks and occasionally fail? | 0.691 |
| Does information flow effectively | Factor 3: Communication systems | |
| 09 | from executives to workers? | 0.745 |
| 10 | in a timely fashion? | 0.772 |
| 11 | across organizational units? | 0.787 |
| 12 | from customers to the business unit? | 0.734 |
| Do middle managers in this organizational unit | Factor 4: Involved midmanagers | |
| 13 | effectively link top executives with frontline employees? | 0.565 |
| 14 | show commitment to the organization’s well-being? | 0.660 |
| 15 | balance change initiatives while getting work done? | 0.727 |
| 16 | voice dissent constructively? | 0.676 |
| Do frontline employees | Factor 5: Trusting followers | |
| 17 | open themselves to consider change proposals? | 0.773 |
| 18 | have opportunities to voice their concerns about change? | 0.609 |
| 19 | generally know how change will help the business unit? | 0.712 |
| 20 | generally view top management as trustworthy? | 0.535 |
| Do employees throughout the organizational unit | Factor 6: Accountable culture | |
| 21 | experience consequences for outcomes of their actions? | 0.697 |
| 22 | meet deadlines and honor resource commitments? | 0.717 |
| 23 | accept responsibility for getting work done? | 0.780 |
| 24 | have clear roles for who has to do what? | 0.668 |
| Do change champions recognize the | Factor 7: Systems thinking | |
| 25 | interdependent systems implications of change? | 0.676 |
| 26 | importance of institutionalizing change? | 0.790 |
| 27 | need to realign incentives with desired changes? | 0.806 |
| 28 | value of addressing causes rather than symptoms? | 0.639 |
| Do we have change champion(s) who | Factor 8: Capable champions | |
| 29 | command the respect of the members in the unit? | 0.776 |
| 30 | possess good interpersonal skills? | 0.804 |
| 31 | are willing and able to challenge the status quo? | 0.797 |
| 32 | have the will and creativity to bring about change? | 0.667 |
Source: Judge and Douglas (2009), p. 648.