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Table 4 Loadings and cross-loadings

From: Modelling the significance of strategic orientation for competitive advantage and economic sustainability: the use of hybrid SEM–neural network analysis

Indicators CU CO TO NO IO CA ES
Customer orientation
 New product ideas are derived from market 0.833 − 0.650 − 0.463 − 0.543 − 0.527 − 0.408 − 0.430
 Our new products should offer superior value to customers 0.801 − 0.577 − 0.531 − 0.495 − 0.461 − 0.355 − 0.437
 We develop new products that are responsive to the customer needs 0.807 − 0.577 − 0.610 − 0.558 − 0.576 − 0.474 − 0.531
 We actively seek market information to enhance our understanding of customer’ needs 0.792 − 0.627 − 0.476 − 0.450 − 0.461 − 0.405 − 0.342
Competitor orientation
 We respond rapidly to competitive actions that threaten us − 0.631 0.883 0.447 0.550 0.520 0.417 0.439
 We target customers and customer group in which we have or can develop a competitive advantage − 0.683 0.859 0.523 0.540 0.493 0.510 0.486
 Top management regularly discusses competitors’ strength and strategies − 0.664 0.898 0.479 0.544 0.559 0.487 0.447
Technology orientation
 We build upon proven technological breakthroughs made by other firms − 0.628 0.623 0.705 0.572 0.548 0.481 0.456
 We emphasise technological superiority to differentiate our new products − 0.449 0.335 0.851 0.542 0.587 0.525 0.527
 We strive to achieve technological leadership in the market we compete − 0.457 0.328 0.833 0.549 0.583 0.566 0.537
 We aggressively adopt new technologies in their early phrases of introduction − 0.490 0.450 0.706 0.594 0.541 0.551 0.455
Network orientation
 The relationship of our halal SMEs in network are reciprocated − 0.441 0.443 0.533 0.789 0.504 0.506 0.487
 The relationship of our halal SMEs in network are strong − 0.463 0.407 0.666 0.754 0.572 0.495 0.570
 There is information exchange between our halal SMEs and the network entities − 0.570 0.590 0.557 0.831 0.635 0.574 0.556
 There is materials exchange between our halal SMEs and the network entities − 0.521 0.474 0.506 0.804 0.615 0.489 0.498
 Our halal SME uses the tangible resources (e.g., human, financial) of other entities Of halal SMEs of organisational network of inter-organisational networks − 0.542 0.545 0.644 0.827 0.694 0.658 0.496
Innovation orientation
 We actively search for innovative ideas for novel products and services − 0.529 0.464 0.624 0.722 0.787 0.628 0.582
 We constantly refine and develop our product and service portfolio − 0.484 0.497 0.627 0.643 0.876 0.681 0.640
 We are able to initiate fast and cross- functional implantation of innovation − 0.521 0.503 0.604 0.661 0.894 0.642 0.740
 All our personal is encourage to participate in developing novel product and service ideas − 0.608 0.549 0.608 0.538 0.819 0.614 0.610
Competitive advantage
 Our halal products are difficult for competitors to copy − 0.325 0.368 0.567 0.514 0.569 0.787 0.501
 Our response to competitive moves in the marketplace in good − 0.424 0.456 0.588 0.567 0.659 0.848 0.546
 Our ability to track change in customer needs and wants is good − 0.298 0.382 0.521 0.497 0.568 0.832 0.520
 We are quickly to respond to customer complaints − 0.455 0.455 0.582 0.602 0.658 0.816 0.519
 Our halal product designs are unique − 0.463 0.489 0.547 0.587 0.636 0.816 0.594
 Our halal products have a significant advantage over those of our competitors − 0.413 0.446 0.564 0.560 0.588 0.835 0.544
 We make effort for halal product changes to overcome customers dissatisfaction with exiting halal products − 0.495 0.437 0.503 0.540 0.600 0.708 0.672
Economic sustainability
 Our halal SMEs’ sustainable business practice improves cost efficiency − 0.542 0.537 0.580 0.614 0.707 0.630 0.845
 Our halal SMEs’ sustainable business practice contributes positively to other aspects of halal SMEs’ business operations − 0.511 0.476 0.572 0.551 0.640 0.617 0.901
 Our halal SMEs’ sustainable business practices require that all direct business partners are engaged in such in such practices − 0.489 0.476 0.566 0.565 0.705 0.611 0.878
 Our halal SMEs’ sustainable business practices are derived from corporate polices − 0.386 0.388 0.494 0.532 0.598 0.552 0.841
 Our halal SMEs’ sustainable business practices are based on long-term business perspectives − 0.376 0.336 0.508 0.503 0.597 0.548 0.809
  1. CU customer orientation, CO competitor orientation, TO technology orientation, NO network orientation, IO innovation orientation, CA competitive advantage, ES economic sustainability