Table 1.
Details of measures and results of validity tests.
| Constructs and indicators | Loadings (t-values) |
|---|---|
| Slack resourcea,d (CR = .96; AVE = .81; CA = .95). | |
| Our company often has uncommitted resources that can quickly be used to fund new strategic initiatives | .87(20.99) |
| Our company usually has adequate resources available in the short run to fund its initiatives | .90(fixed) |
| We are often able to obtain resources at short notice to support new strategic initiatives | .91(23.44) |
| We often have substantial resources at the discretion of management for funding strategic initiatives | .92(24.34) |
| Our company usually has a reasonable amount of resources in reserve | .89(22.25) |
| Recoverabilitya,d (CR = .96; AVE = .82; CA = .96). Over the past 3 years, whenever our operations fail or breakdown due to a disruptive event, | |
| it does not take long for us to restore normal operation | .89(fixed) |
| our company reliably recovers to its normal operating state | .88(20.82) |
| our company easily recovers to its normal operating state | .91(22.68) |
| our company effectively restores operations to normal quickly | .92(22.68) |
| we are able to resume operations within the shortest possible time | .92(22.86) |
| Disruption absorptiona,d (CR = .92; AVE = .66; CA = .92). For the past 3 years, whenever disruptive events occur, | |
| our company is able to carry out its regular functions | .83(fixed) |
| our company grants us much time to consider a reasonable response | .71(12.77) |
| our company is able to carry out its functions despite some damage done to it | .83(15.98) |
| without much deviation, we are able to meet normal operational and market needs | .87(16.97) |
| without adaptations being necessary, our company performs well over a wide variety of possible scenarios | .85(16.40) |
| our company's operations retain the same stable situation as it had before disruptions occur for a long time | .79(14.73) |
| Operational efficiencya,e,c (CR = .90; AVE = .65; CA = .90). Over the past 3 years, | |
| the costs we incur in running our core operations has been… | .66(fixed) |
| the volume of waste in processes that we record has been … | .87(11.81) |
| the volume of material waste recorded in our company has been … | .88(11.95) |
| overhead costs incurred by our company has been … | .78(10.89) |
| the volume of idle capacity/resources our company experiences has been … | .82(11.35) |
| Disruption orientationa,d (CR = .85; AVE = .58; CA = .84). | |
| We always feel the need to be alert to possible disruptive events | .77(fixed) |
| Previous unplanned disruptions show us where we can help improve our company's operations | .83(12.63) |
| We think a lot about how threatening events could have been avoided | .74(11.45) |
| After an unplanned operational disruption has occurred, our management lead in analyzing it thoroughly | .69(10.67) |
| Operational disruptionb,d. Unexpectedly, | |
| some of our employees leave their posts (i.e., quit their job) | |
| some of our suppliers fail to make deliveries | |
| we experience vehicular breakdowns | |
| we experience service/product failure | |
| we run out of cash for running day-to-day operations | |
| we experience machine/technology downtime/failure | |
| we experience a shortage of raw materials | |
| we experience power cuts | |
| some of our service providers fail to honor their promises | |
Notes.
a
reflective scale.
b
formative scale.
c
scale was reverse-coded.
d
“strongly disagree (=1)" to “strongly agree (=7)".
e
“very low (=1)” to “very high” (=7). CR = composite reliability, AVE = average variance extracted, CA = Cronbach's alpha.