Table 6.
Validation indicators of the first-order model’s measurement instruments.
| CONSTRUCT/Dimension/INDICATOR | Mean | SD | Loading (λ) | CR | CR Int2.5% | CR Int97.5% | Rho_A | AVE | |
|---|---|---|---|---|---|---|---|---|---|
| PERFORMANCE | |||||||||
| Impact | 0.864 | 0.749 | 0.920 | 0.794 | 0.613 | ||||
| PERFORM_1 | Degree of fulfillment of my NGDO’s mission and objectives | 4.09 | 0.631 | 0.811 | |||||
| PERFORM_2 | Impact of executed projects | 4.03 | 0.751 | 0.788 | |||||
| PERFORM_3 | Satisfaction of my collaborators (partners and donors) in their expectations of my NGDO’s activity | 4.01 | 0.790 | 0.787 | |||||
| PERFORM_14 | Satisfaction with the activity carried out by my workers and volunteers | 3.97 | 0.764 | 0.746 | |||||
| Private fund-raising | 0.890 | 0.823 | 0.926 | 0.761 | 0.802 | ||||
| PERFORM_5 | Number of my NGDO’s partners and collaborators (private donors) | 2.76 | 1.026 | 0.883 | |||||
| PERFORM_8 | Volume of private funding (fees, donations, sponsorships, etc.) obtained | 2.64 | 1.122 | 0.908 | |||||
| Operational efficiency | 0.885 | 0.828 | 0.918 | 0.843 | 0.659 | ||||
| PERFORM_7 | Volume of public funding obtained | 3.13 | 1.087 | 0.736 | |||||
| PERFORM_9 | Volume of total income reached by my NGDO | 3.20 | 0.901 | 0.804 | |||||
| PERFORM_10 | Number of new projects approved or actions implemented | 3.37 | 1.087 | 0.906 | |||||
| PERFORM_11 | Number of beneficiaries of our projects | 3.79 | 0.871 | 0.791 | |||||
| Visibility | 0.824 | 0.759 | 0.862 | 0.721 | 0.540 | ||||
| PERFORM_6 | Number of volunteers who collaborate with my NGDO | 3.16 | 1.051 | 0.683 | |||||
| PERFORM_12 | Number of our website’s visitors and/or social network followers | 3.33 | 1.082 | 0.799 | |||||
| PERFORM_13 | Presence of my NGO in the media | 2.75 | 1.138 | 0.727 | |||||
| PERFORM_15 | Degree of active participation in networks | 3.50 | 1.096 | 0.725 | |||||
| SUCCESS IN NEW PROJECTS | 0.864 | 0.775 | 0.913 | 0.845 | 0.564 | ||||
| SUCCESS_1 | Compared with other similar NGDOs, we think our success rate in developing new projects, actions, or campaigns is satisfactory | 5.65 | 1.009 | 0.801 | |||||
| SUCCESS_2 | We are satisfied with the number of new projects and new actions or campaigns that we identify | 5.36 | 1.223 | 0.875 | |||||
| SUCCESS_3 | We are satisfied with the success rate of our actions, in relation to our largest competitor | 5.43 | 1.213 | 0.608 | |||||
| SUCCESS_4 | The public perceives us as an NGDO different from others | 4.62 | 1.508 | 0.672 | |||||
| SUCCESS_5 | We think that our projects or campaigns serve as a referent for other NGDOs when they design their actions | 4.97 | 1.222 | 0.769 | |||||
| ORIENTATION TO INNOVATION | 0.923 | 0.889 | 0.945 | 0.908 | 0.635 | ||||
| INNOV_OR_1 | Our NGDO pays a lot of attention to innovation | 4.95 | 1.424 | 0.746 | |||||
| INNOV_OR_2 | We believe in the need to develop new processes and use new resources in the fight against poverty and in education for development | 5.77 | 1.176 | 0.670 | |||||
| INNOV_OR_3 | We encourage our staff to freely raise and share new ideas, even if they do not work out in the end. | 5.85 | 1.238 | 0.818 | |||||
| INNOV_OR_4 | In our NGDO, we encourage the search for new solutions to the problems that arise | 5.85 | 1.147 | 0.908 | |||||
| INNOV_OR_5 | In our NGDO, we often discuss new ways of doing things | 5.64 | 1.354 | 0.853 | |||||
| INNOV_OR_6 | Our management team actively seeks innovative ideas applicable to our NGDO or our projects | 5.50 | 1.347 | 0.860 | |||||
| INNOV_OR_8 | In our NGDO, innovation is easily incorporated into project identification and management | 4.77 | 1.296 | 0.683 | |||||