APPENDIX A

Respected Sir/Madam,

We are research students at University of Management & Technology, Lahore. We would like to
invite you to participate and complete a survey which will take 15-20 minutes of your -time. The
aim of this study is to examine the Impact of Adhocracy (Organizational Culture) on Firm
Innovation: Mediating role of Absorptive capacity for Knowledge Sharing, Moderated by
Transformational Leadership. We ensure you that any information obtained in connection with
this study, will remain highly confidential.

Please provide the following information by ticking the most appropriate option.

1. Your Gender: Male Female

2. Your Age in years: 18-24 25-31 32-38 39-45 46 & above

3. Your Job Nature: (You can tick more than one option)

Managerial Non- Managerial Other_______________

4. Your Tenure with current organization:

Less than 1 year 1-5 years 5-10 years 10-15 years 15 & above

5. Your Total Experience: ____ (Years)

6. Your Monthly Income (in Rs.): Below 25,000 25,000-50,000 51,000 – 100,000

>100,000

7. Your Highest Qualification: SSC HSSC Graduation Master M.Phil/PhD

8. Your Organization Name: _________________________

 For each item of the statements below, please indicate the extent of your agreement and
disagreement by ticking the appropriate box.

(1) strongly disagree (2) disagree (3) neutral (4) agree (5) strongly agree

Firm Innovation
1 In new product and service introductions, our company is often first-to- market. 1 2 3 4 5

2 Our new products and services are often perceived very novel by customers. 1 2 3 4 5

Our recent new products and services are only of minor changes from our
3 1 2 3 4 5
previous products and services. (R)

New products and services in our company often take us up against new
4 1 2 3 4 5
competitors.

In comparison with our competitors, our company has introduced more

5 1 2 3 4 5
innovative products and services during the past five years.

In comparison with our competitors, our company is faster in bringing new

6 1 2 3 4 5
products or services into the market.

In comparison with our competitors, our company has a lower success rate in
7 1 2 3 4 5
new products and services launch. (R)

In comparison with our competitors, our products’ most recent marketing

8 1 2 3 4 5
program is revolutionary in the market.

Our company’s most recent new product introduction required a new form of
9 1 2 3 4 5
advertising and promotion, different from that used for our existing products.

In new product and service introductions, our company is often at the cutting
10 1 2 3 4 5
edge of technology.

11 The technology of our main machinery in use is very up-to-date. 1 2 3 4 5

Our future investments in new machinery and equipment are significant

12 1 2 3 4 5
compared to our annual turnover.

In comparison with our competitors, we are late in adoption of technological

13 1 2 3 4 5
innovations. (R)

Our firm’s R & D or product development resources are not adequate to handle
14 1 2 3 4 5
the development need of new products and services. (R)
 The nature of the manufacturing process in our company is new compared to that
15 1 2 3 4 5
of our main competitors.

16 We are constantly improving our business processes. 1 2 3 4 5

Our company changes production methods at a great speed in comparison with

17 1 2 3 4 5
our competitors.

Our future investments in new methods of production are significant compared

18 1 2 3 4 5
to our annual turnover.

During the past five years, our company has developed many new management
19 1 2 3 4 5
approaches.

We get a lot of support from managers if we want to try new ways of doing
20 1 2 3 4 5
things.

21 Management is very cautious in adopting innovative ideas. (R) 1 2 3 4 5

Key executives of the firm are willing to take risks to seize and explore ‘chancy’
22 1 2 3 4 5
growth opportunities.

Management actively responds to the adoption of “new ways of doing things” by

23 1 2 3 4 5
main competitors.

Senior executives constantly seek unusual, novel solutions to problems via the
24 1 2 3 4 5
use of ‘idea men’.

25 In our company, we tolerate individuals who do things in a different way. 1 2 3 4 5

We are willing to try new ways of doing things and seek unusual, novel
26 1 2 3 4 5
solutions.

27 We encourage people to think and behave in original and novel ways. 1 2 3 4 5

28 When we see new ways of doing things, we are last at adopting them. (R) 1 2 3 4 5

When we cannot solve a problem using conventional methods, we improvise on

29 1 2 3 4 5
new methods.

Knowledge Sharing
30 I often share with my colleagues the new working skills that I learn.

31 My colleagues often share with me the new working skills that they learn.

32 I often share with my colleagues the new information I acquire.

33 My colleagues often share with me the new information they acquire.

Sharing knowledge with my colleagues is regarded as something normal in my

34
company.

My colleagues often share with me the working skills they know when I ask
35
them.

36 I often share with my colleagues the working skills I know when they ask me.

37 My colleagues often share with me the information they know when I ask them.

38 I often share with my colleagues the information I know when they ask me.

Our company staff often exchanges knowledge of working skills and

39
information.

Knowledge Absorptive Capacity

40 Our company staff is equipped with excellent professional knowledge.

Our company staff can acquire quickly and thoroughly new knowledge required
41
by the work.

42 Our company staff has better working skills than the staff of our competitors.

Our company staff has higher educational qualifications than the staff of our
43
competitors.

44 Our company staff has the ability to use and organize the acquired knowledge.

The knowledge acquisition behavior of our company staff has positive impact on
45
the working efficiency.

Our company staff strives to acquire working skills and job licenses in order to
46
obtain pay rise, promotions and job offers.

Our company determines pay rise, promotions and job offers according to the
47
working skills and license possessed by the staff.

Our company assigns further learning or training opportunities according to the

48
working skills and license possessed by the staff.

The rewards offered by our company can effectively encourage the staff to
49
acquire working skills and job licenses.
 Our company staff obtains fair rewards for their progress in learning compared
50
with the staff of our competitors.

The reward system of our company for encouraging staff to acquire working
51
skills and job licenses is better than that of our competitors.

Transformational Leadership
Our strategic business unit’s top leader will act as the leading force if we
52
encounter dangers.

53 Our strategic business unit’s top leader paints a clear picture of the future vision.

Our strategic business unit’s top leader has stimulated me to think about old
54
problems in new ways.

55 Our strategic business unit’s top leader is capable of coaching me on the job