CHAPTER 3 RESEARCH METHODOLOGY
3.6 Data Analysis
Variables Collinearity Statistics
Tolerance VIF
Knowledge creation .864 1.158
Knowledge sharing .796 1.256
Knowledge utilization .778 1.285
Inspiration motivation .792 1.263
Intellectual stimulation .817 1.224
Idealized influence .788 1.269
Individualized consideration
.750 1.333
Knowledge .833 1.201
Capability .830 1.204
External collaboration .622 1.608
Research and
development
1.00 1.00
confirmatory factor analysis. The model was analyzed using the structural equation model (SEM) with Amos’ basic concept application and programming. There are three methods used for the structural equation modeling, namely, factor analysis, path analysis, and parameter estimation regression, to seek the relationships among the variables. The goodness of fit of the model was measured by estimating the structural model and measurement model based on maximum likelihood estimation (ML). The goodness of fit index is as follows.
3.6.3. Criteria for consideration
3.6.3.1 The goodness of fit index (GFI) is an index used to measure model fit using chi-squared. If the chi-squared value obtained is high when compared to df, the model needs to be modified. After modification, if the chi-squared value decreases, it means that the model is more consistent.
3.6.3.2 Root means square residual error of approximation (RMSEA) 3.6.3.3 Normal fit index (NFI)shows the consistence of the model with the empirical data.
3.6.3.4 Comparative fit index (CFI) is used to compare the expected model and independent model, where the covariance between variables is zero.
3.6.3.5 Normal chi-squared (CMIN/DF) is a statistic used to reduce the effect size of the sample towards the chi-squared to decide if the model is consistent with the empirical data.
3.6.3.6 Chi-squared is a statistic used to measure the consistency
between the variance-covariance matrix-variance of the empirical data collected and the variance matrix-variance of the expected model.
Comparison criteria for goodness of fit of the model
Table 3.7 Comparison Criteria for Goodness of Fit of the Model Goodness of Fit Index Values Showing
Goodness of Fit
Acceptable Values for Goodness of Fit
χ2 0.5≤ p ≤ 1.00 0.01 <p ≤0.5
Goodness of Fit Index Values Showing Goodness of Fit
Acceptable Values for Goodness of Fit
χ2/df 0 < χ2/df ≤2 2 < χ2/df ≤3
RMSEA 0 ≤ rmsea ≤0.05 0.5 <rmsea ≤0.08
NFI 0.95 ≤NFI ≤1.00 0.90 <NFI ≤0.95
CFI 0.97 ≤CFI ≤1.00 0.95 <CFI ≤0.97
GFI 0.95 ≤GFI ≤1.00 0.90 <GFI ≤0.95
Source: Tirakanan (2010) Table 3.8 Table of Operations
Variables Definition Measuring question items
Reference
Knowledge management
The process of knowledge
creation, knowledge
storage and knowledge
sharing
1. Knowledge creation -Srimahavaro (2012) -Chaowattanakun (2014)
-Harnphanich (2003)
1.1 Organizations reward work teams or personnel who create innovation.
1.2 Organizations establish knowledge teams to support communities to have a source of learning.
1.3 Organizations have an intra-information technology network.
Variables Definition Measuring question items
Reference
1.4 Organizations use information technology to create new knowledge.
2. Knowledge sharing 2.1 Organizations arrange participation in knowledge sharing with internal and external knowledge networks.
2.2 Organizations have knowledge sharing activities.
2.3 Organizations promote experts to transfer their knowledge and skills to their colleagues.
2.4 Organizations use new knowledge to increase skills and to develop the operations, planning, decision- making, and problem solving in an efficient manner.
3. Knowledge
utilization
Variables Definition Measuring question items
Reference
3.1 Organizations have agencies or personnel with good knowledge.
3.2 Personnel are able to access knowledge stored for utilizing in various activities.
3.3 Personnel use the knowledge acquired to increase the efficiency of operations.
3.4 Personnel use new knowledge to increase and develop work skills, work planning, and decision-making and problem solving.
Human capital Value obtained from linking knowledge, capability,
experience, and the skills of personnel in organizations.
1. Knowledge
- Thanaphiphat (2010)
- Khampluem (2013)
1.1 Personnel have knowledge that meets the job they are doing.
Variables Definition Measuring question items
Reference
1.2Personnel
development is consistent with the explicit goals of management.
1.3 Organizations support learning.
1.4 Executives have policies that support personnel to have self- development in order to use knowledge to increase the efficiency of their work performance.
2. Capability
2.1 Organizations have
a performance
indicator to assess their work performance.
2.2 Organizations are able to build satisfaction among service receivers.
Variables Definition Measuring question items
Reference
2.3 Organizations have information technology that is accessible to reports and disperses information to personnel in a timely manner.
2.4 Organizations prepare plans and budgets linked to divisions for achieving explicit goals.
Innovation capability
Knowledge about invention is utilized, and products and services are improved to be different from usual by using new concepts and operations to improve work performance to achieve greater efficiency.
Knowledge is obtained from
1. External
collaboration
- Niyom (2015) -Wibunsakchai (2012)
Variables Definition Measuring question items
Reference
both inside and outside the organization.
1.1 Organizations give importance to working in collaboration on innovations, products, and services with external organizations.
1.2 Agencies create collaborative work systems that are transparent and auditable.
1.3 Agencies have personnel preparedness to accommodate collaborative working.
1.4 Agencies receive supportive budgets to implement
collaborative work on innovation, products and services with external organizations.
2. Research and development
Variables Definition Measuring question items
Reference
2.1 Research studies build upon knowledge and new innovation.
2.2 Sufficient budgets for research and development are available.
2.3 Research and development are accepted
2.4 Organizations carry out research studies continuously.
Transformational leadership
Leaders stimulate and inspire personnel to work for the benefits of others in order to achieve the set goals.
1. Inspiration motivation
-Chanchua (2015) - Ponpai (2014) -Kusol (2000)
1.1 Leaders build confidence in work to achieve the set goals.
1.2 Leaders motivate subordinates to
Variables Definition Measuring question items
Reference
accomplish their assigned tasks.
1.3 Leaders encourage subordinates to be enthusiastic and see the value of work.
1.4 Leaders raise the consciousness of subordinates to realize that they are a part of their organizations.
2. Intellectual stimulation
2.1 Leaders allow subordinates chances to propose new ideas for work.
2.2 Leaders inform their subordinates to be aware of work problems.
2.3 Leaders encourage their subordinates to solve work problems.
Variables Definition Measuring question items
Reference
2.4 Leaders enhance their subordinates to look at problems from different angles.
3. Idealized influence 3.1 Leaders have clear vision for management.
3.2 Leaders dare to think and make decisions differently.
3.3 Leaders have explicit goals for working.
3.4 Leaders are able to control their emotions in every situation.
4. Individualized consideration
4.1 Leaders take individual differences and abilities into consideration.
Variables Definition Measuring question items
Reference
4.2 Leaders dare to think and make decisions differently.
4.3 Leaders create an atmosphere where employees can share their opinions and propose a guideline.
4.4 Leaders pay attention to individuals.
Innovation performance
Results from innovation
capability related to research and development, study, external collaboration to increase
efficiency in services and product creation.
The results considered from the point of view of innovation quantity and innovation
quality.
1. Effectiveness Namburi (2013)
Variables Definition Measuring question items
Reference
1.1. Be capable of seeking resources in producing products and services.
1.2 Sufficient budgets are available.
1.3 Quality control meets standards and is reliable.
1.4 Be capable of producing high quality products and services.
2 Adaptation
2.1 You participate in proposing requirements for the innovation of products and services.
2.2 You participate in solving problems related to the making and application of the innovation of products and services.
2.3 You jointly determine work plans in the creation and application of the innovation.
Variables Definition Measuring question items
Reference
2.4 You accept new knowledge or practices beneficial to the organization.
The study of the causal structural relationships of the factors affecting innovation performance in department-level agencies aimed 1) to create a model of the causal structural relationships of the factors affecting innovation performance of personnel in department-level government agencies; 2) to make a comparison study of the direction and levels of the direct and indirect influence of factors the affecting innovation performance of department-level government agencies; and 3) to inspect the consistency of the model of innovation performance of personnel of department-level government agencies. The study was conducted on the basis of a quantitative research design. The sample consisted of 112 persons. The study results are shown below.
4.1 Descriptive for General Information
4.1.1 General information
Department-level government agencies were analyzed and there were 112 key informants in the study.
Table 4.1 General Information General
information
Number Percentage
Gender Male 51 45.1
Female 61 54.0
Total 112 100
Age Less than 30 years 30-40 years
41-50 years 51 45.1
Over 50 years 61 54.0
General information
Number Percentage
Total 112 100
Highest educational qualification
Bachelor's degree 1 0.9
Master's degree 84 74.3
Ph.D. 25 22.1
Other 2 1.8
Total 112 100
Work experience Less than 10 years 17 15.0
10-20 years 26 23.0
21-30 years 23 20.4
Over 30 years 46 40.7
Total 112 100
Most of the key informants were women, aged over 50 years and graduated with a master’s degree and had more than 50 years of work experience.
4.1.2 Innovation in organizations
Data were collected from 112 key informants that were representatives of each department.
Table 4.2 Innovation in Organizations
Organization information Number Percentage
1. Quantity of product innovation created
0 65 58.0
1-150 42 37.5
151-300 2 1.8
301-450 0 0
Organization information Number Percentage
451-602 3 2.7
Total 112 100
2. Quantity of service innovation created
0 39 34.8
1-25 64 57.1
26-50 4 3.6
51-75 2 1.8
76-100 3 2.7
Total 112 100
3. Quantity of product innovation utilized
0 73 65.2
1-150 36 32.1
151-300 1 0.9
301-450 0 0
451-602 2 1.8
Total 112 100
4. Quantity of service innovation utilized
1.27 0.84
0 44 39.3
1-25 61 54.5
26-50 5 4.5
51-75 0 0
76-100 2 1.8
Total 112 100
5. Budget
0 67 59.8
1-750,000,000 44 39.3
Organization information Number Percentage 751,000,001-
1,501,0002
0 0
1,501,000,003- 1,501,000,004
0 0
1,501,000,005- 2,251,000,006
1 0.9
Total 112 100
According to the analysis, most of the product innovation created was 0, at 58%, and service innovation created was 1-25, at 57.1%. Product innovation utilized was 0, at 65.2% and service innovation utilized was 1-25, at 54.5%. Most budges were from 0, 59.8%. Therefore, it can be concluded that innovation creation and innovation utilization were very low and were not supported by most of the budgets.
4.2 Descriptive analysis of the variables in the study
4.2.1. Knowledge Creation Component Variables
Table 4.3 Percentages, Number and Mean of Knowledge Creation Component Variables.
Question items
Response level Interpretati
on Lowe
st
Low Modera te
Hig h
Highe st
𝒙
̅ S.D . Organizatio
ns reward the work team or persons that
7 (6.2)
11 (9.7)
37 (32.7)
35 (31.0
)
22 (19.5)
3.4 8
1.1 1
Moderate
Question items
Response level Interpretati
on Lowe
st
Low Modera te
Hig h
Highe st
𝒙̅ S.D . create
innovation.
Organizatio ns establish a
knowledge team to enable communitie s to have sources of learning.
5 (4.4)
12 (10.6
)
28 (24.8)
47 (41.6
)
20 (17.7)
3.5 8
1.0 5
High
Organizatio ns have intra
information technology networks.
2 (1.8)
7 (6.2)
17 (15.0)
46 (40.7
)
40 (35.4)
4.0 3
0.9 6
High
Organizatio
ns use
information technology to create new
knowledge.
2 (1.8)
10 (8.8)
23 (20.4)
54 (47.8
)
23 (20.4)
3.7 7
0.9 3
High
Total of mean ( 𝑥̅ ) = 3.72 and standard deviation S.D. = 1.01
Overall, the mean of the knowledge creation level was high (3.72) but only some of the question items had a mean at a moderate level. Consideration of respondents to such question items found there were a similar number of respondents answering at a moderate and high level. There were 37 respondents answering at a moderate level and 35 respondents answering at a high level, making the mean of those question items remain at a moderate level. As a consequence, it can be concluded that the level of knowledge creation in department-level government agencies was high.
4.2.2. Knowledge Sharing Component Variables
Table 4.4 Percentages,Number and Mean of Knowledge Sharing Component Variables.
Question items
Response level Interpretati
on Lowe
st
Lo w
Modera te
High Highe st
𝒙
̅ S.D . Organizatio
ns arrange participatio
n in
knowledge sharing with internal and external knowledge networks.
8 (7.1
)
22 (19.5)
51 (45.1
)
31 (27.4)
3.9 4
0.8 7
High
Organizatio ns have knowledge
8 (7.1
)
22 (19.5)
44 (38.9
)
38 (33.6)
4.0 0
0.9 1
High
Question items
Response level Interpretati
on Lowe
st
Lo w
Modera te
High Highe st
𝒙̅ S.D . sharing
activities.
Organizatio ns
encourage experts to transfer their knowledge and skills to personnel.
10 (8.8 )
19 (16.8)
51 (45.1
)
32 (28.3)
3.9 4
0.9 0
High
Organizatio ns have continuous monitoring and
inspecting systems for knowledge sharing in order to develop work performanc e in an
1 (0.9)
11 (9.7 )
35 (31.0)
49 (43.4
)
16 (14.2)
3.6 1
0.8 8
High
Question items
Response level Interpretati
on Lowe
st
Lo w
Modera te
High Highe st
𝒙̅ S.D . efficient
manner.
Total of mean ( 𝑥̅ ) = 3.85 and standard deviation S.D. = 0.89
Overall, the mean of the knowledge sharing level was high (3.85), and the mean of every question item was high. Therefore, it can be concluded that the level of knowledge sharing in the department-level government agencies was high.
4.2.3. Knowledge Utilization Component Variables
Table 4.5 Percentages, Number and Mean of Knowledge Utilization Component Variables .
Question items
Response level Interpretati
on Lowe
st
Lo w
Modera te
High Highe st
𝒙
̅ S.D . Organizatio
ns have agencies or personnel with good knowledge.
5 (4.4
)
15 (13.3)
53 (46.9
)
39 (34.5)
4.1 3
0.8 1
High
Organizatio ns
encourage
8 (7.1
)
23 (20.4)
55 (48.7
)
26 (23.0)
3.8 8
0.8 5
High
Question items
Response level Interpretati
on Lowe
st
Lo w
Modera te
High Highe st
𝒙̅ S.D . personnel to
access knowledge stored for utilizing in various activities Organizatio ns use the knowledge acquired to increase the efficiency of
operations.
1 (0.9)
6 (5.3
)
19 (16.8)
65 (57.5
)
21 (18.6)
3.8 8
0.8 0
High
Organizatio ns use new knowledge to increase and develop work skills, work
planning, decision- making, and
8 (7.1
)
23 (20.4)
60 (53.1
)
21 (18.6)
3.8 4
0.8 1
High
Question items
Response level Interpretati
on Lowe
st
Lo w
Modera te
High Highe st
𝒙̅ S.D . problem
solving.
Total of mean ( 𝑥̅ ) = 3.93 and standard deviation S.D. = 0.81
Overall, the mean of the knowledge utilization level was high (3.93). It was found that the mean of every question item was high. Therefore, it can be concluded that the department-level government agencies utilized knowledge in organizations to increase the efficiency of their work performance.
4.2.4. Inspiration Motivation Component Variables
Table 4.6 Percentages, Number and Mean of Inspiration Motivation Component Variables.
Question items
Response level Interpretati
on Lowe
st
Lo w
Modera te
High Highe st
𝒙
̅ S.D . Leaders
build confidence in working to achieve the set goals.
1 (0.9)
2 (1.8
)
22 (19.5)
41 (36.3
)
46 (40.7)
4.1 5
0.8 6
High
Leaders motivate
1 (0.9)
21 (18.6)
44 46
(40.7) 4.2
0 0.8
0
High
Question items
Response level Interpretati
on Lowe
st
Lo w
Modera te
High Highe st
𝒙̅ S.D . subordinate
s to
accomplish their assigned tasks.
(38.9 )
Leaders encourage subordinate s to be enthusiastic and to see the value of work.
3 (2.7
)
19 (16.8)
42 (37.2
)
48 (42.5)
4.2 1
0.8 1
High
Leaders raise the consciousne
ss of
subordinate s to realize that they are a part of their
organizatio ns.
1 (0.9)
4 (3.5
)
23 (20.4)
39 (34.5
)
45 (39.8)
4.1 0
0.9 1
High
Total of mean ( 𝑥̅ ) 4.17 and standard deviation (S.D.) 0.85
Overall, the mean of the inspiration motivation level was high (4.17). The mean of every question item was high. It can be said that the department-level government agencies were inspired and motivated by their organizational leaders.
4.2.5. Intellectual Stimulation Component Variables
Table 4.7 Percentage Number and Mean of Intellectual Stimulation Component Variables .
Question items
Response level Interpretation
Lowest Low Moderate High Highest 𝒙̅ S.D.
Leaders allow subordinates chances to propose new ideas for working.
1 (0.9)
4 (3.5)
10 (8.8)
57 (50.4)
40 (35.4)
4.17 0.80 High
Leaders inform their subordinates to be aware of work
problems.
3 (2.7)
22 (19.5)
55 (48.7)
32 (28.3)
4.04 0.77 High
Leaders encourage their
subordinates to solve work problems.
3 (2.7)
23 (20.4)
45 (39.8)
41 (36.3)
4.11 0.82 High
Question items
Response level Interpretation
Lowest Low Moderate High Highest 𝒙̅ S.D.
Leaders enhance their subordinates to look at problems from different angles.
1 (0.9)
6 (5.3)
17 (15.0)
42 (37.2)
46 (40.7)
4.13 0.92 High
Total of mean ( 𝑥̅ ) 4.11 and standard deviation (S.D.) 0.83
Overall, the meal of the intellectual stimulation level was high (4.11) and the mean of every question item was high. It can be concluded that in the department- level government agencies, organizational leaders play a significant role in intellectual stimulation that enables personnel to use their thought and rationales to solve problems in the operations or to develop their work performance in a better way.
4.2.6. Idealized Influence of Component Variables
Table 4.8 Percentages, Number and Mean of Idealized Influence of Component Variables.
Question items
Response level Interpretati
on Lowe
st
Lo w
Modera te
High Highe st
𝒙
̅ S.D . Leaders
have a clear vision for
1 (0.9)
3 (2.7
)
16 (14.2)
43 (38.1
)
49 (43.4)
4.2 1
0.8 5
High
Question items
Response level Interpretati
on Lowe
st
Lo w
Modera te
High Highe st
𝒙̅ S.D . manageme
nt.
Leaders dare to think and make decisions differently.
2 (1.8)
2 (1.8
)
17 (15.0)
41 (36.3
)
50 (44.2)
4.2 1
0.8 9
High
Leaders have explicit goals for working.
1 (0.9)
4 (3.5
)
15 (13.3)
44 (38.9
)
48 (42.5)
4.2 0
0.8 6
High
Leaders are able to control their
emotions in every situation.
3 (2.7
)
20 (17.7)
52 (46.0
)
37 (32.7)
4.1 0
0.7 8
High
Total of mean ( 𝑥̅ ) 4.18 and standard deviation (S.D.) 0.85
Overall, the mean of the idealized influence level was high (4.18), and the mean of every question item was high. It can be said that the organizational leaders possess high leadership, have a high level of knowledge, capability, characteristics, intelligence and vision to lead their organizations.
4.2.7. Individualized Consideration Component Variables
Table 4.9 Percentages, Number and Mean of the Individualized Consideration Component Variables.
Question items
Response level Interpretati
on Lowe
st
Lo w
Modera te
High Highe st
𝒙
̅ S.D . Leaders
take individual differences and abilities into
consideratio n.
3 (2.7
)
17 (15.0)
61 (54.0
)
31 (27.4)
4.0 7
0.7 3
High
Leaders promote the career paths of
individuals.
3 (2.7
)
28 (24.8)
43 (38.1
)
38 (33.6)
4.0 4
0.8 3
High
Leaders create an atmosphere where employees can share their
opinions and propose guidelines.
1 (0.9)
4 (3.5
)
25 (22.1)
47 (41.6
)
35 (31.0)
3.9 9
0.8 8
High
Question items
Response level Interpretati
on Lowe
st
Lo w
Modera te
High Highe st
𝒙̅ S.D . Leaders pay
attention to individuals.
1 (0.9)
6 (5.3
)
33 (29.2)
48 (42.5
)
24 (21.2)
3.7 9
0.8 7
High
Total of mean ( 𝑥̅ ) 3.97 and standard deviation (S.D.) 0.83
Overall, the mean of the individualized consideration level was high (3.97), and the mean of every question item was high. It can be said that leaders in the department-level government agencies pay a great deal of attention to their subordinates, and they created an environment at work that promoted work collaboration and career paths for their subordinates.
4.2.8. Knowledge Component Variables
Table 4.10 Percentages, Number and Mean of the Knowledge Component Variables.
Question items
Response level Interpretati
on Lowe
st
Lo w
Modera te
High Highe st
𝒙
̅ S.D . Personnel
have knowledge that meets the job they are doing.
1 (0.9)
2 (1.8
)
29 (25.7)
55 (48.7
)
25 (22.1)
3.9 0
0.7 9
High
Organizatio ns provide
4 25
(22.1)
57 26
(23.0) 3.9
4 0.7
7
High
Question items
Response level Interpretati
on Lowe
st
Lo w
Modera te
High Highe st
𝒙̅ S.D . personnel
developmen t consistent with the explicit goals of managemen t.
(3.5 )
(50.4 )
Organizatio ns support learning.
2 (1.8
)
18 (15.9)
50 (44.2
)
42 (37.2)
4.1 8
0.7 6
High
Organizatio ns have policies that support personnel to have self- developmen t in order to use
knowledge to increase the
efficiency of their work
1 (0.9)
2 (1.8
)
16 (14.2)
45 (39.8
)
48 (42.5)
4.2 2
0.8 2
High
Question items
Response level Interpretati
on Lowe
st
Lo w
Modera te
High Highe st
𝒙̅ S.D . performanc
e.
Total of mean ( 𝑥̅ ) 4.06 and standard deviation (S.D.) 0.79
Overall, the mean of the knowledge level was high (4.06), and the mean of every question item was high. It can be said that personnel in the department-level government agencies had knowledge, capability, and were supported in terms of knowledge development to increase their work performance.
4.2.9. Capability Component Variables
Table 4.11 Percentages, Number and Mean of Capability Component Variables.
Question items
Response level Interpretati
on Lowe
st
Lo w
Modera te
High Highe st
𝒙̅ S.D . Organizatio
ns have a performanc e indicator to assess work
performanc e.
1 (0.9)
1 (0.9 )
11 (9.7)
49 (43.4 )
50 (44.2)
4.3 0
0.7 6
High
Organizatio ns are able to build
3 (2.7 )
13 (11.5)
59 (52.2 )
37 (32.7)
4.1 6
0.7 3
High
Question items
Response level Interpretati
on Lowe
st
Lo w
Modera te
High Highe st
𝒙̅ S.D . satisfaction
among service receivers.
Organizatio ns have information technology that is accessible to reports and
disperses information to personnel in a timely manner.
1 (0.9)
2 (1.8 )
21 (18.6)
53 (46.9 )
35 (31.0)
4.0 6
0.8 1
High
Organizatio ns prepare plans and budgets linked to divisions for achieving explicit goals.
2 (1.8 )
18 (15.9)
59 (52.2 )
33 (29.2)
4.1 0
0.7 2
High
Question items
Response level Interpretati
on Lowe
st
Lo w
Modera te
High Highe st
𝒙̅ S.D . Total of mean ( 𝑥̅ ) 4.16 and standard deviation (S.D.) 0.76
Overall, the mean of the capability level was high (4.16). The mean of every question items was high. It can be said that capability in the department-level government agencies was high as indicators to assess work performance were created, and technology was employed in the operations to speed up their work performance in an efficient manner, including work plans that can connect to other divisions consistently.
4.2.10. External Collaboration Component Variables
Table 4.12 Percentages, Number and Mean of External Collaboration Component Variables.
Question items
Response level Interpretati
on Lowe
st
Lo w
Modera te
High Highe st
𝒙
̅ S.D . Organizatio
ns give importance to working in
collaboratio
n on
innovation, products, and services
1 (0.9 )
29 (25.7)
51 (45.1 )
31 (27.4)
4.0 0
0.7 6
High
Question items
Response level Interpretati
on Lowe
st
Lo w
Modera te
High Highe st
𝒙̅ S.D . with
external organizatio ns.
Organizatio ns create collaborativ
e work
systems that are
transparent and
auditable.
5 (4.4 )
16 (14.2)
45 (39.8 )
46 (40.7)
4.1 8
0.8 4
High
Organizatio ns have personnel preparednes
s to
accommoda te
collaborativ e working.
31 (27.4)
58 (51.3 )
23 (20.4)
3.9 3
0.6 9
High
Organizatio ns receive supportive budgets to implement
2 (1.8 )
62 (54.9)
28 (24.8 )
20 (17.7)
3.5 9
0.8 0
High
Question items
Response level Interpretati
on Lowe
st
Lo w
Modera te
High Highe st
𝒙̅ S.D . collaborativ
e working on
innovation, products, and services with
external organizatio ns.
Total of mean ( 𝑥̅ ) 3.92 and standard deviation (S.D.) 0.77
The mean of external collaboration level was high (3.92), and the mean of every question item was high. It can be said that the operations of the department-level government agencies received a high level of external collaboration. The operations system was transparent and exhibited innovation collaboration among agencies.
4.2.11. Research and Development Component Variables
Table 4.13 Percentages, Number and Mean of Research and Development Component Variables.
Question items
Response level Interpretati
on Lowe
st
Low Modera te
Hig h
Highe st
𝒙̅ S.D . Organizatio
ns provide research studies that build upon knowledge and new innovation.
7 (6.2)
17 (15.0 )
36 (31.9)
39 (34.5 )
13 (11.5)
3.3 0
1.0 6
Moderate
Organizatio ns have sufficient budgets for research and developme nt.
10 (8.8)
20 (17.7 )
44 (38.9)
25 (22.1 )
13 (11.5)
3.1 0
1.1 1
Moderate
Research and developme nt of organizatio ns are accepted.
10 (8.8)
14 (12.4 )
35 (31.0)
37 (32.7 )
16 (14.2)
3.3 1
1.1 4
Moderate
Organizatio ns carry out research studies
9 (8.0)
11 (9.7)
43 (38.1)
27 (23.9 )
22 (19.5)
3.3 8
1.1 4
Moderate