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

Yang, Marvello; Jaafar, Norizan; Al Mamun, Abdullah; Salameh, Anas A.; Nawi, Noorshella Che

doi:10.1186/s13731-022-00232-5

Journal of Innovation and Entrepreneurship

A Systems View Across Time and Space

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

CU customer orientation, CO competitor orientation, TO technology orientation, NO network orientation, IO innovation orientation, CA competitive advantage, ES economic sustainability

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