Appendix B: 8 Dimensions and Factor Loadings for OCC
- Page ID
- 23388
\( \newcommand{\vecs}[1]{\overset { \scriptstyle \rightharpoonup} {\mathbf{#1}} } \)
\( \newcommand{\vecd}[1]{\overset{-\!-\!\rightharpoonup}{\vphantom{a}\smash {#1}}} \)
\( \newcommand{\dsum}{\displaystyle\sum\limits} \)
\( \newcommand{\dint}{\displaystyle\int\limits} \)
\( \newcommand{\dlim}{\displaystyle\lim\limits} \)
\( \newcommand{\id}{\mathrm{id}}\) \( \newcommand{\Span}{\mathrm{span}}\)
( \newcommand{\kernel}{\mathrm{null}\,}\) \( \newcommand{\range}{\mathrm{range}\,}\)
\( \newcommand{\RealPart}{\mathrm{Re}}\) \( \newcommand{\ImaginaryPart}{\mathrm{Im}}\)
\( \newcommand{\Argument}{\mathrm{Arg}}\) \( \newcommand{\norm}[1]{\| #1 \|}\)
\( \newcommand{\inner}[2]{\langle #1, #2 \rangle}\)
\( \newcommand{\Span}{\mathrm{span}}\)
\( \newcommand{\id}{\mathrm{id}}\)
\( \newcommand{\Span}{\mathrm{span}}\)
\( \newcommand{\kernel}{\mathrm{null}\,}\)
\( \newcommand{\range}{\mathrm{range}\,}\)
\( \newcommand{\RealPart}{\mathrm{Re}}\)
\( \newcommand{\ImaginaryPart}{\mathrm{Im}}\)
\( \newcommand{\Argument}{\mathrm{Arg}}\)
\( \newcommand{\norm}[1]{\| #1 \|}\)
\( \newcommand{\inner}[2]{\langle #1, #2 \rangle}\)
\( \newcommand{\Span}{\mathrm{span}}\) \( \newcommand{\AA}{\unicode[.8,0]{x212B}}\)
\( \newcommand{\vectorA}[1]{\vec{#1}} % arrow\)
\( \newcommand{\vectorAt}[1]{\vec{\text{#1}}} % arrow\)
\( \newcommand{\vectorB}[1]{\overset { \scriptstyle \rightharpoonup} {\mathbf{#1}} } \)
\( \newcommand{\vectorC}[1]{\textbf{#1}} \)
\( \newcommand{\vectorD}[1]{\overrightarrow{#1}} \)
\( \newcommand{\vectorDt}[1]{\overrightarrow{\text{#1}}} \)
\( \newcommand{\vectE}[1]{\overset{-\!-\!\rightharpoonup}{\vphantom{a}\smash{\mathbf {#1}}}} \)
\( \newcommand{\vecs}[1]{\overset { \scriptstyle \rightharpoonup} {\mathbf{#1}} } \)
\(\newcommand{\longvect}{\overrightarrow}\)
\( \newcommand{\vecd}[1]{\overset{-\!-\!\rightharpoonup}{\vphantom{a}\smash {#1}}} \)
\(\newcommand{\ket}[1]{\left| #1 \right>}\)
\(\newcommand{\bra}[1]{\left< #1 \right|}\)
\(\newcommand{\braket}[2]{\left< #1 \vphantom{#2} \right| \left. #2 \vphantom{#1} \right>}\)
\(\newcommand{\braopket}[3]{\left< #1 \vphantom{#2}\vphantom{#3} \right| #2 \vphantom{#1}\vphantom{#3} \left| #3 \vphantom{#1}\vphantom{#2} \right>}\)
\(\newcommand{\qmvec}[1]{\mathbf{\vec{#1}}}\)
\(\newcommand{\op}[1]{\hat{\mathbf{#1}}}\)
\(\newcommand{\expect}[1]{\langle #1 \rangle}\)
\(\newcommand{\dfn}[1]{\emph{\textbf{#1}}}\)
| 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.


