Challenges in the Era of Globalization - iaabd

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Proceedings of the 12th Annual Conference © 2011 IAABD questionnaire, either deliberately or in error. For either case, this creates missing values that are items to which no response was provided. Missing values must be identified and managed or else they affect multivariate analysis (Field, 2006; Hair, et al., 1998).We examined the pattern of the missing values and a few (05) cases that had a large range of missing values were discarded. While cases that had a narrow range (< 5%) of missing values which were completely at random, such values were replaced using the series mean. The series mean was adopted because it provides the best estimate of the missing value otherwise the cases would be vulnerable for either pair wise deletion or list wise deletion which could further reduce the magnitude of the data (Field, 2006; Hair, et al., 1998). After the analysis of missing values, where five (05) cases were dropped, the researchers retained 237 cases that represented 51 parastatal organizations. We screened the data for outliers following Field’s (2006) guidelines. We used exploratory factor analysis (EFA) in order to identify the most important organizational resilience factors. We conducted the factor analysis based on 237 observations which were large enough to warrant factor analysis. The Kaiser-Meyer-Olkin (KMO) and Barttlet’s Sphericity tests which determine the sampling adequacy and significance of correlations, respectively, were used as initial considerations for the factorability of the variables (Field, 2006). The KMO was above 0.7 to warrant sample adequacy and the Barttlet’s Sphericity test was significant (see table 2 below), suggesting that there were significant correlations among the variables for factor analysis to be carried out. After determining the adequacy of the data for factor extraction, we then conducted for each variable; a principal component analysis which is recommended for extraction at the eigen value of greater than 1 without fixing the number of factors to be extracted because we were exploring the construct validity, and a varimax factor rotation which assumes independence of factors and is parsimonious (Field, 2006; Hair, et al., 1998). The researchers set the minimum factor loading of .5 which was high enough to extract the most significant items to load on the extracted factors (Field, 2006; Hair, et al., 1998). From the above analysis, factor structures for the study variables were examined, then the extracted components were labeled based on the majority of items that loaded on each component and the extant literature and theory (Field, 2006; Hair, et al.,1998). The researchers noted that some of the items loaded on different components contrary to where they previously constructed which is normal in exploratory factor analysis. There were also some cross loadings and the researchers took the higher loading after evaluating their contribution theoretically. The cumulative percentage of the variance explained by the components based on the rotation sums of squared loadings were above the minimum of 60% (Hair, et al., 1998). Results Table 1: Descriptive Statistics (n=237) Organisational Resil. Organisational Adapt No. of items 18 6 M (SD) Skewness (SE= .333) 3.36 (.38) 3.62 (.57) -.17 -.86 Kurtosis (SE= .656) -.54 Organizational Compt 6 3.48 (.49) .39 .05 .78 Organisational Value 6 2.98 (.67) .26 -.53 .63 .63 Alpha .89 .80 412
Challenges in the Era of Globalization Edited by Emmanuel Obuah The results from the table 1 above indicate that the data on the composite variables has a fairly normal distribution based on the skewness and kurtosis which are all within acceptable range (Field, 2006). The mean scores for the variables reveal a moderate existence of organizational resilience (mean = 3.36), organizational adaptation (mean = 3.62), organizational competitiveness (mean= 3.48), organizational value (mean = 2.98). The overall reliability for organizational resilience is very high item internal consistency (α = .89) and its constructs also had high item internal consistency (α = .80 for organizational adaptation, α = .78 for organizational competitiveness) with an exception of organisational value which had an alpha below .7 but above .6 which is an acceptable internal consistency (alpha of above .6), especially in exploratory studies. Items OA6 and OV3 were deleted to improve the alpha and were not included in the factor analysis. Table 2: Exploratory Factor Analysis Results VARIABLE FACTORS EXTRACTED Organisational Resilience Organisational Adaptation Organisational Competitiveness Organisational Value ITEMS LOADINGS KMO BARTLETT’S OC6 OA4 OA1 OV2 OA2 OA5 OC5 OA3 OV5 OV7 OC1 OC4 OV1 OC3 OC2 OA7 OV6 OV4 .891 .859 .849 .848 .834 .801 .791 .773 .695 .585 .878 .773 .589 .522 .519 .865 .852 .783 .865 TEST Sig.= .0000 VARIANCE EXPLAINED (%) 69.699 Alpha CVI The results in table 2 above show that most of the items that were believed to be measuring the constructs have indeed been found to be valid as they loaded on corresponding factors which is a sign of convergent validity, and of course other items did not load on the corresponding factors which also indicates discriminant validity (Field, 2006; Hair, 1998). We also found an acceptable content validity (CVI = 771) for organizational resilience. The principal components analysis extracted three interpretable factors with eigen values greater than one that accounted for 69.7% of the variance explained in organizational resilience. We named the first factor organizational adaptation because most of the adaptation items loaded on it though some items of competitiveness (OC5 and OC6 which are in appendix 1) and of value (OV2, OV5, OV7 which are in appendix 1) loaded on adaptation. The explanation for this change of loading could be that; OC5 and OC6 that measured achievement of strategies and results respectively could have been interpreted by respondents as ways of coping which implies adaptation. For OV2 which is about stakeholder satisfaction could occur due to realization of their needs – probably a sign of coping. The same could apply to OV5 that measured minimum complaints. Willingness to fund (OV7) could have loaded on adaptation probably because parastatal flexibility to funder demands. We named the second factor organizational competitiveness because items OC2, OC3, and OC4 had loaded on it with an .893 .771 413
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Challenges in the Era of Globalizat
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Table of Contents Challenges in the
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Lennart Bangens, Goteborg, Sweden C
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Local Steering Committee Jacob Musi
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Track 1: Accounting, Finance, and I
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Abstract Challenges in the Era of G
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Abstract Determinants of Bank Lendi
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Empirical Results Challenges in the
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Table 3 Determinants of Competitive
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Research Findings Challenges in the
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Abstract: Study on Africa Governmen
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Abstract Challenges of Oil Revenue
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Abstract Land Based Sources of Poll
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Abstract On the Mitigation of Rever
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Assessment of pollutants in nigeria
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Figure 1: Lagos off shore survey po
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Table: Model Fitness Regression Sta
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Conclusion Challenges in the Era of
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37. Provision of sound education fo
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The cost structure Challenges in th
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Empirical Analysis Challenges in th
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Variable Coefficient Std. Error t-S
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Abstract The Changing Requirements
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The Model, Data and Variable Defini
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Track 8: Gender and Economic Develo
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Empirical results Challenges in the
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Abstract Gender, poverty and sustai
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Figure 1.1: Spread of directorships
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Theoretical Framework Challenges in
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Single 18.1 Masters and above 35.3
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Source: Field survey, 2010 Table 3:
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Track 9: Global Studies and Politic
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Conceptual Definitions Challenges i
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Discussion and Conclusion Challenge
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Abstract What does Globalization me
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7. I see globalization as providing
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Research Methods approach Challenge
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Statement of the Problem Challenges
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Figure 1.Framework for Bank selecti
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Banks in Ghana Challenges in the Er
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References: Challenges in the Era o
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The study seeks to: • examine typ
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Figure 2: Customer Perception of MT
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Relationship Commitment Total 1264.
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Factor Item Loading Imaginative 0.4
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Abstract Marketing Nigerian medicin
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References Challenges in the Era of
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Conclusion Dissatisfied 6 3.4 3.6 7
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Abstract Customer satisfaction with
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Methodology Challenges in the Era o
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Discussion Challenges in the Era of
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Postgraduate 19 Internet experience
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GOVERNMENT MoFED SECTORS Structure
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Football Spectatorship Challenges i
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