Application of RBF model in the relationship between organisational innovation and organisational performance of HEM enterprises
, , und | 12. Nov. 2021
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Online veröffentlicht: 12. Nov. 2021
Seitenbereich: 331 - 338
Eingereicht: 04. März 2021
Akzeptiert: 21. Juli 2021
DOI: https://doi.org/10.2478/amns.2021.2.00049
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© 2021 Xiaoran Li et al., published by Sciendo
This work is licensed under the Creative Commons Attribution 4.0 International License.
Fig. 1
Reliability and validity of variables.
| Variables | Question | Factor loading | Cronbach's Alpha | AVE |
|---|---|---|---|---|
| Structural innovation (S) | S1: Enterprises are developing towards flatness and flexibility | 0.864 | 0.876 | 0.852 |
| S2: Employees have more autonomy and decision-making power | 0.858 | |||
| S3: Corporate communication efficiency and information transmission speed are steadily improving | 0.861 | |||
| S4: The speed of feedback on work is increasing | 0.825 | |||
| Strategic innovation (Z) | Z1: Grasp market opportunities and timely adjust the resource allocation | 0.879 | 0.825 | 0.874 |
| Z2: Have a comprehensive understanding of internal innovation resources and capabilities | 0.897 | |||
| Z3: Regard innovation as an important part of development strategy | 0.844 | |||
| Cultural innovation (C) | C1: Have a clear vision for building an ‘innovative culture’ | 0.923 | 0.927 | 0.914 |
| C2: Create a strong atmosphere of innovation | 0.918 | |||
| C3: Encourage employees to make new attempts and tolerate failure | 0.925 | |||
| C4: Entrepreneurs who are innovative and daring to take risks | 0.891 | |||
| Process innovation (P) | P1: The information system is continuously applied and improved | 0.858 | 0.890 | 0.847 |
| P2: The management process cycle is more reasonable | 0.843 | |||
| P3: Product turnover cycle is shortening | 0.839 | |||
| Institutional innovation (I) | I1: Establish and continuously improve and adjust employee incentive mechanisms | 0.898 | 0.882 | 0.884 |
| I2: Develop and implement a flexible intellectual property management system | 0.881 | |||
| I3: Optimise and adjust the management system to meet the needs of innovative activities | 0.873 | |||
| OP | OP1: Compared with other competitors, have higher profits | 0.811 | 0.861 | 0.818 |
| OP2: Compared with other competitors, has a larger market share | 0.787 | |||
| OP3: Compared with other competitors, the profit growth rate is faster | 0.854 | |||