CHAPTER 3 RESEARCH METHODOLOGY
3.5 Examining the Quality of the Instrument
3.5.1 Face validity was conducted using the index of item-objective congruence.
Seeking the index of item-objective congruence by the following experts:
1.Assoc. Prof. Dr. Wichai Kanchanasuwon, Faculty of Management Science, Prince of Songkla University
2.Asst. Prof. Dr. Juthamanee Trakulmuduta, Faculty of Management Science, Prince of Songkla University
3.Dr. Sorawit Isaro, Faculty of Management Science, Prince of Songkla University
The mean of the item-objective congruence from the three experts was 0.83, meaning that the items were strongly congruent. The experts suggested adjusting sentences and words to be more clear for better understanding. The questionnaire was adjusted and pretested to collect the data.
Test of face validity (Tirakanan, 2010) 0.00-0.0.49 mean Improvement is required.
0.50-1.00 mean It is consistent with the criteria and can be used.
3.5.2. Seeking discrimination in the measurement
Discrimination was sought at the experimental stage of the data collection using the questionnaire before the questionnaire was used to collect the real data.
3.5.2.1. Test of the questionnaire
3.5.2.1.1 Twelve questionnaires were sent by post and eight questionnaires were returned. The details of the question items are as follows.
Questionnaire test
Table 3.3 Questionnairs Test
Items Discrimination
1. Reward the work team that creates innovation. 0.63 2. Establish a knowledge team to have a learning community. 0.41 3. Provide an internal information technology network. 0.92 4. Use information technology to create new knowledge. 0.80 5. Participate in knowledge sharing with knowledge networks. 0.57 6. Knowledge sharing activities are available. 0.25 7. Promote experts to transfer knowledge and skills. 0.92 8. Monitoring and inspecting systems are available for
knowledge sharing.
0.56
9. Agencies or personnel have knowledge. 0.89
10. Personnel access knowledge stored. 0.92
11. Bring the acquired knowledge to increase efficiency of work performance.
0.92 12. Bring new knowledge to increase skills and develop work
performance.
0.92 13. Build confidence on work performance to achieve the set
goals.
0.83 14. Motivate subordinates to accomplish their assigned tasks. 0.87 15. Encourage subordinates to be enthusiastic and realize the
value of work.
0.86 16. Raise consciousness of subordinates to realize that they are
a part of their organizations.
0.83 17. Leaders allow subordinates chances to propose new ideas
for working.
0.76
Items Discrimination 18. Leaders inform their subordinates to be aware of work
problems.
0.81 19. Leaders encourage their subordinates to solve work
problems.
0.80 20. Leaders enhance their subordinates to look at problems
from different angles.
0.83 21. Leaders have explicit visions of management. 0.81 22. Leaders dare to think and make decisions differently. 0.80 23. Explicit work performance goals are available. 0.78 24. Leaders are able to control their emotions in every
situation.
0.76 25. Leaders consider individual differences and abilities. 0.80 26. Individuals are promoted in their career path. 0.74 27. An atmosphere of exchange of thoughts is created and
suggesting solutions is introduced.
0.80
28. Attention is paid to individuals. 0.71
29. Personnel have knowledge that meets the job they are doing.
0.61 30 Personnel development is consistent with the goals of
management.
0.64
31. Learning support 0.76
32. Policies supporting employee self-development 0.71 33. Work performance indicators are available. 0.65 34. Satisfaction occurs among service receivers. 0.66 35. Technology accessible to reports is provided to personnel. 0.64 36. Action plans and budget management are linked to various
divisions.
0.77 37. Collaboration on the innovation of products and services
with external organizations
0.73
Items Discrimination 38. Collaborative work systems that are transparent and
auditable are created.
0.73 39. Personnel preparedness to accommodate collaborative
working is provided.
0.75 40. Supportive budgets to implement collaborative work on
innovation are provided.
0.64 41. Research studies build upon knowledge and new
innovation.
0.61 42. Sufficient budgets for research and development are
available.
0.55
43. Research and development are accepted. 0.64
44. Organizations carry out research studies continuously. 0.68 45. Searching for resources for creating innovation 0.64
46. Sufficient budgets 0.56
47. Quality control meets standards and is reliable. 0.68 48. High capability in producing products and services 0.71 49. Personnel participate in proposing requirements for the
innovation of products and services.
0.75 50. Personnel participate in solving problems related to the
creation and application of the innovation of products and services.
0.80
51. Personnel jointly determine in work plans in the creation and application of innovation.
0.77 52. Personnel accept new knowledge or practices beneficial to
the organization.
0.74
The discrimination ranged from 0.25 to 0.92, and all questions could be used for the data analysis.
3.5.2.2. Data collection from the questionnaire to be used for the data
analysis in the study One hundred and thirty questionnaires were sent by post to key informants and 112 were returned, while 18 questionnaires disappeared. However, data analysis could be carried out. According to Tirakanan (2010), the missing data should not exceed 15% for being analyzed in the structural equation modeling.
Determination of Discrimination
Table 3.4 Determination of Discrimination
Items Discrimination
1. Reward work teams that create innovation. 0.54
2. Establish a knowledge team to develop a learning community.
0.67 3. Provide an internal information technology network. 0.57 4. Use information technology to create new knowledge. 0.61 5. Participate in knowledge sharing with knowledge networks. 0.68 6. Knowledge sharing activities are available. 0.64 7. Promote experts to transfer knowledge and skills. 0.63 8. Monitoring and inspecting systems are available for
knowledge sharing.
0.65
9. Agencies or personnel have knowledge. 0.63
10. Personnel access knowledge stored. 0.70
11. Bring the acquired knowledge to increase the efficiency of work performance.
0.77 12. Bring new knowledge to increase skills and develop work
performance.
0.79 13. Build confidence on work performance to achieve the set
goals.
0.81 14. Motivate subordinates to accomplish their assigned tasks. 0.80 15. Encourage subordinates to be enthusiastic and realize the
value of work.
0.81
Items Discrimination 16. Raise consciousness of subordinates to realize that they are
a part of their organizations.
0.74 17. Leaders allow subordinates chances to propose new ideas
for working.
0.76 18. Leaders inform their subordinates to be aware of work
problems.
0.81 19. Leaders encourage their subordinates to solve work
problems.
0.80 20. Leaders enhance their subordinates to look at problems
from different angles.
0.83 21. Leaders have explicit visions of management. 0.81 22. Leaders dare to think and make decisions differently. 0.80 23. Explicit work performance goals are available. 0.78 24. Leaders are able to control emotions in every situation. 0.76 25. Leaders consider individual differences and abilities. 0.80 26. Individuals are promoted in their career path. 0.74 27. An atmosphere of exchange of thoughts is created and
suggesting solutions is introduced.
0.80
28. Attention is paid to individuals. 0.71
29. Personnel have knowledge that meets the job they are doing.
0.61 30. Personnel development is consistent with the goals of
management.
0.64
31. Learning support 0.76
32. Policies supporting employee self-development 0.71 33. Work performance indicators are available. 0.65 34. Satisfaction occurs among service receivers. 0.66 35. Technology accessible to reports is provided to personnel. 0.64 36. Action plans and budget management are linked to various
divisions.
0.77
Items Discrimination 37. Collaboration on the innovation of products and services
with external organizations
0.73 38. Collaborative work systems that are transparent and
auditable are created.
0.73 39. Personnel preparedness to accommodate collaborative
work is provided.
0.75 40. Supportive budgets to implement collaborative work on
innovation are provided.
0.64 41. Research studies build upon knowledge and new
innovation.
0.61 42. Sufficient budgets for research and development are
available.
0.55
43. Research and development are accepted. 0.64
44. Organizations carry out research studies continuously. 0.68 45. Searching for resources for creating innovation. 0.64
46. Sufficient budgets 0.56
47. Quality control meets standards and is reliable. 0.68 48. High capability in producing products and services 0.71 49. Personnel participate in proposing requirements for the
innovation of products and services.
0.75 50. Personnel participate in solving problems related to the
creation and application of the innovation of products and services.
0.80
51. Personnel jointly determine work plans in the creation and application of innovation.
0.77 52. Personnel accept new knowledge or practices beneficial to
the organization.
0.74
Discrimination was sought to separate the question items responded to by the respondents that work on innovation and the question items responded to by the
respondents that do not work on innovation. Discrimination of the whole questionnaire ranged between 0.54 and 0.83, which is quite high. Therefore, each question item can be used for data analysis.
Criteria for considering discrimination (Ebel, 1991)
-1 means poor discrimination, and improvement is needed.
Below 0.19 means poor discrimination, and improvement is needed.
0.20- 0.29 means fair discrimination, and improvement is probably needed.
0.30-0.39 means that discrimination is moderately good.
0.40 -1.00 means that discrimination is extremely good.
3.5.2.3. Questionnaire reliability analysis
Reliability of the questionnaire was analyzed within two periods: while the questionnaire was tested and while the questionnaire was used in the study. The results of the reliability are shown below.
3.5.2.3.1 Cronbach’s alpha coefficient of the reliability of the questionnaire during the trial was 0.98, considered highly reliable.
3.5.2.3.2Cronbach’s alpha coefficient of the reliability of the questionnaire used in the study was 0.98, considered highly reliable.
3.5.2.3.3 Cronbach’s alpha coefficient of the reliability of each variable to be used in the confirmatory factor analysis had to be 0.70 or greater.
Table 3.5 Reliability Test
Variables Reliability Coefficient
Knowledge creation 0.86
Knowledge sharing 0.85
Knowledge utilization 0.89
Inspiration motivation 0.94
Intellectual stimulation 0.94
Idealized influence 0.94
Individualized consideration 0.92
Knowledge 0.89
Variables Reliability Coefficient
Capability 0.86
External collaboration 0.85
Research and development 0.95
Effectiveness 0.90
Adaptation 0.94
Criteria of reliability (Garrett, 1965) 0.0 - 0.20 means extremely low reliability 0.21- 0.40 means low reliability
0.41- 0.70 means moderate reliability 0.71- 1.00 means high reliability
3.5.2.3.4. Test of the relationship among the independent variables (multicollinearity)
The study employed a test to assess
multicollinearity to indicate if there was no correlation between the independent variables to prevent a redundant measurement that would make predicting the coefficient inaccurate. It was found that the VIF did not exceed 10 and tolerance was greater than 0.
Table 3.6 Test of the Relationship Among the Independent Variables
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