OpenLLM-France/wikimedia huggingface dataset:
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# Handbook of Management Scales/Relationship management
## Relationship management (composite reliability = 0.80)
### Description

The authors follow a two-phased approach to develop multi-item scales that measure dimensions of service orientation in the context of business-to-business e-commerce. Service orientation was conceptualized as a third-order construct comprised of five combinative service competency bundles: service climate; market focus; process management; human resource policy; and metrics and standards.
One of these five second-order dimensions, market focus, consists of three first-order dimensions: market acuity, relationship management, and new service development.

### Definition

The company’s ability to manage its relationships with its customers in both the virtual and physical spaces, and to create and retain loyal customers.

### Items

* We believe that the right relationship with our customers means more than the price we charge them. (0.61)
* Solving problems with customers is considered a joint responsibility no matter who is at fault. (0.71)
* We are concerned with our customers’ profitability, as well as our own. (0.73)

### Source

* Oliveira/Roth (2012): Service orientation: The derivation of underlying constructs and measures. International Journal of Operations & Production Management, Vol. 32, No. 2, pp. 156-190.

### Comments

The third item was dropped.

### Related Scales

* Market acuity
* New service development
# Handbook of Management Scales/Reliable and financially strong company
## Reliable and financially strong company (AVE = 0.66; CR = 0.89)
### Description

Based on a comprehensive scale development and validation procedure, the authors find support for a five-dimensional scale to measure customer-based corporate reputation of a service firm: customer orientation, good employer, reliable and financially strong company, product and service quality, and social and environmental responsibility.

### Definition

A reliable and financially strong company relates to the customers’ perceptions of the company’s competence, solidity, and profitability and of the firm’s vision and investment potential.

### Items

* Tends to outperform competitors. (0.78)
* Seems to recognize and take advantage of market opportunities. (0.75)
* Looks like it has strong prospects for future growth. (0.68)
* Looks like it would be a good investment. (0.59)
* Appears to make financially sound decisions. (0.59)
* Is doing well financially. (0.63)
* Seems to have a clear vision of its future. (0.58)

### Comments

Some items (1, 2, 3, 4, 7) were adapted from a scale by Fombrun et al. (2000). The last item does not really seem to fit. It is, in general, difficult to measure constructs related to financial performance; see comments in comparative organizational performance.

### Source

* Walsh & Beatty (2007): Customer-based Corporate Reputation of a Service Firm: Scale Development and Validation. Journal of the Academy of Marketing Science, Vol. 35, No. 1, pp. 127-143.
# Handbook of Management Scales/Responsiveness
## Responsiveness (alpha = 0.81)
### Description

In order to improve operationalization and psychometric properties, a market orientation scale (MARKOR) taken from Kohli et al. (1993) is modified. The resulting market orientation scale (MO) has three dimensions: intelligence generation, intelligence dissemination, and responsiveness.

### Items

* For one reason or another, we tend to ignore changes in our customers' product or service needs. (reverse-coded)
* The product lines we sell depend more on internal politics than real market needs. (reverse-coded)
* We are slow to start business with new suppliers even though we think they are better than existing ones. (reverse-coded)
* If a major competitor were to launch an intensive campaign targeted at our customers, we would implement a response immediately.
* The activities of the different departments in this business unit are well coordinated.
* Even if we came up with a great marketing plan, we probably would not be able to implement it in a timely fashion. (reverse-coded)
* If a special interest group (e.g., consumer group, environmental group) were to publicly accuse us of harmful business practices, we would respond to the criticism immediately.
* We tend to take longer than our competitors to respond to a change in regulatory policy.

### Source

* Matsuno et al. (2000): A Refinement and Validation of the MARKOR Scale. Journal of the Academy of Marketing Science, Vol. 28, No. 4, pp. 527-539

### Related Scales

* Organizational responsiveness
# Handbook of Management Scales/Retention
## Retention (alpha = 0.93)
### Description

The scale has previously been used by Homburg et al. (2003) and Cahill (2006).

### Items

* We will continue using this logistics service provider (LSP) in the future.
* Right now, we intend to extend existing contracts with this LSP when they expire.
* If we knew then what we know now, we would again select this LSP.

### Source

* Wallenburg (2009): Innovation in logistics outsourcing relationships: proactive improvement by logistics service providers as a driver of customer loyalty. Journal of Supply Chain Management, Vol. 45, No. 2, pp. 75–93.
# Handbook of Management Scales/Resource flexibility in HR practices
## Resource flexibility in HR practices (alpha = 0.75 ... 0.83)
### Description

Based on a thorough scale development and validation process, the authors present a multidimensional measure of the HR flexibility construct. It includes five dimensions: resource flexibility in HR practices, resource flexibility in employee skills and behaviors, coordination flexibility in HR practices, coordination flexibility in contingent worker skills and behaviors, and coordination flexibility in employee skills and behaviors.

### Definition

HR flexibility has been conceptualized by Wright and Snell (1998) as a firm-level capability consisting of (1) people who possess a variety of skills and behavioral repertoires and (2) the HR practices that can be used to effectively utilize those people to be responsive to changes in market demands, be adaptive, and be successful in a dynamic environment.
The resource flexibility in HR practices dimension is defined as "the extent to which they can be adapted and applied across a variety of situations" (Wright and Snell, 1998). Hereby, "situations" are conceptualized as "a variety of employees performing a variety of work activities (tasks, roles, jobs, etc.)" (Way et al., 2015).

### Items

* Your firm’s current compensation structure enables your firm to reward employees who perform different work activities and produce different outcomes. (0.59)
* Your firm’s current work structure enables employees to develop the behaviors necessary to perform new/different work activities. (0.71)
* Your firm’s current performance management process would enable your firm to motivate its employees to perform different work activities. (0.81)
* Your firm’s current staffing procedures enable your firm to select employees who possess the skills necessary to be effective in performing many different work activities. (0.74)
* Your firm’s current training process enables employees to learn new/different work activities. (0.67)
Response options for each item range from 1 (strongly disagree) to 5 (strongly agree).

### Source

* Way, S. A., Tracey, J. B., Fay, C. H., Wright, P. M., Snell, S. A., Chang, S., & Gong, Y. (2015). Validation of a multidimensional HR flexibility measure. Journal of Management, 41(4), 1098-1131.

### Comments

Due to the thoroughness of the scale development and validation process, the scales should be highly valid and reliable. The standardized path coefficient of the first item is quite low.

### Related Scales

* HR flexibility: resource flexibility in HR practices, resource flexibility in employee skills and behaviors, coordination flexibility in HR practices, coordination flexibility in contingent worker skills and behaviors, coordination flexibility in employee skills and behaviors
# Handbook of Management Scales/Resource reconfiguration
## Resource reconfiguration (alpha = 0.81)
### Description

Four items were used to measure resource configuration. These items were adapted from Wei & Wang (2010), Helfat et al. (2007), Marsh & Stock (2006) and Zahra et al. (2006).

### Definition

The authors define resource reconfiguration as the ability of a firm to reconfigure, realign and reorganize their resources in response to changes in the firm’s external environment (Wei & Wang, 2010; Helfat et al., 2007; Marsh & Stock, 2006; Zahraet al., 2006).

### Items

* We realign our firm resources and processes in response to environmental changes. (0.62)
* We reconfigure our resources and processes in response to the dynamic environment. (0.92)
* We restructure our resource base to react to the changing business environment. (0.74)
* We renew our resource base in response to the changing business environment. (0.67)
(1 = disagree strongly, 7 = agree strongly)

### Source

* Ambulkar/Blackhurst/Grawe (2015): Firm’s resilience to supply chain disruptions: Scale development and empirical examination. Journal of Operations Management, Vol. 33–34, pp. 111–122

### Comments

The first two items use the phrase “resources and processes”; this could be confusing, as resources and processes describe different concepts. The last two items use the term “resource base”; do survey participants really understand what is meant by this term?
The mean values ranged between 4.5 and 5.3. Given that a 7-point scale was used, future researchers could slightly adapt the items in order to shift the mean value closer to the center (e.g., “We always align” rather than “We align”).
# Handbook of Management Scales/Response uncertainty
## Response uncertainty (alpha = 0.74)
### Description

An important contribution to the literature on perceived environmental uncertainty (PEU) is Milliken's (1987) distinction between state uncertainty, effect uncertainty, and response uncertainty. Using a two-phase empirical study, this research seeks to develop and test scales to measure the three constructs in terms of dimensionality, reliability, and validity (including nomological validity).

### Definition

Response uncertainty characterizes an inability to predict the likely consequences of a response choice.

### Items

* How often do you feel you can accurately anticipate the consequences/outcomes of making marketing management decisions before they are made? (never/always)
* How often do you feel you know how to respond to changes in the external marketing environment? (never/always)
* How often do you feel you are able to determine what the marketing response options should be in light of changes in the external marketing environment? (never/always)

### Source

* Ashill/Jobber (2010): Measuring State, Effect, and Response Uncertainty: Theoretical Construct Development and Empirical Validation. Journal of Management, Vol. 36, No. 5, pp. 1278-1308.

### Related Scales

* Effect uncertainty
* State uncertainty
# Handbook of Management Scales/Reward system
## Reward system (composite reliability = 0.87)
### Description

The authors follow a two-phased approach to develop multi-item scales that measure dimensions of service orientation in the context of business-to-business e-commerce. Service orientation was conceptualized as a third-order construct comprised of five combinative service competency bundles: service climate; market focus; process management; human resource policy; and metrics and standards.
One of these five second-order dimensions, human resource policy, consists of two first-order dimensions: human capital and reward system.

### Definition

The extent to which a company has a reward system in place to reward employees on the basis of their performance.

### Items

* Our employees are rewarded on the basis of how well they perform on non-financial measures (e.g. customer satisfaction) as well as financial measures. (0.76)
* We reward our employees based on customer loyalty metrics. (0.75)
* For our employees, recognition is based on exceeding both internal and external service expectations. (0.80)
* Evaluation and reward of most managers is linked to service performance. (0.85)

### Source

* Oliveira/Roth (2012): Service orientation: The derivation of underlying constructs and measures. International Journal of Operations & Production Management, Vol. 32, No. 2, pp. 156-190.

### Comments

The first and second items were dropped due to low regression weight (or lower than remaining items).

### Related Scales

* Human capital
# Handbook of Management Scales/Risk and reward sharing
## Risk and reward sharing (alpha = 0.8023)
### Items

* Our supply chain members share risks and rewards.
* Our supply chain members help each other finance capital equipment.
* Our supply chain members share research and development costs and results with each other.

### Source

* Min/Mentzer (2004): Developing and measuring supply chain management concepts. Journal of Business Logistics, Vol. 25, No. 1, pp. 63-99.
# Handbook of Management Scales/Resource flexibility in employee skills and behaviors
## Resource flexibility in employee skills and behaviors (alpha = 0.74 ... 0.86)
### Description

Based on a thorough scale development and validation process, the authors present a multidimensional measure of the HR flexibility construct. It includes five dimensions: resource flexibility in HR practices, resource flexibility in employee skills and behaviors, coordination flexibility in HR practices, coordination flexibility in contingent worker skills and behaviors, and coordination flexibility in employee skills and behaviors.

### Definition

HR flexibility has been conceptualized by Wright and Snell (1998) as a firm-level capability consisting of (1) people who possess a variety of skills and behavioral repertoires and (2) the HR practices that can be used to effectively utilize those people to be responsive to changes in market demands, be adaptive, and be successful in a dynamic environment.
Resource flexibility in employee skills is "the number of potential alternative uses to which employee skills can be applied" (Wright and Snell, 1998) and resource flexibility in employee behaviors is "the extent to which the firm’s existing standard employees are willing (motivated) to perform a variety of alternative work activities" (Way et al., 201_). Both types were considered to form a single dimension of HR flexibility.

### Items

* Almost all of your firm’s employees have the ability to quickly acquire skills that are necessary for them to be assigned to different work roles. (0.83)
* Almost all of your firm’s employees have the ability to quickly acquire skills that are necessary for them to adopt different technologies in their work activities. (0.88)
* Almost all of your firm’s employees can perform work activities that require different behaviors. (0.79)
* Almost all of your firm’s employees would be willing to accept a different job within your firm. (0.61)
Response options for each item range from 1 (strongly disagree) to 5 (strongly agree).

### Source

* Way, S. A., Tracey, J. B., Fay, C. H., Wright, P. M., Snell, S. A., Chang, S., & Gong, Y. (2015). Validation of a multidimensional HR flexibility measure. Journal of Management, 41(4), 1098-1131.

### Comments

Due to the thoroughness of the scale development and validation process, the scales should be highly valid and reliable.

### Related Scales

* HR flexibility: resource flexibility in HR practices, resource flexibility in employee skills and behaviors, coordination flexibility in HR practices, coordination flexibility in contingent worker skills and behaviors, coordination flexibility in employee skills and behaviors
# Foundations and Assessment of Education/Edition 1/In Today's Schools Table of Contents/Differentiation

Type Responses Here
# Foundations and Assessment of Education/Edition 1/In Today's Schools Table of Contents

ADHD
Assessment
Classroom Management
Cooperative Learning
Differentiation
Diversity
English Language Learners
Grouping & Tracking
Inclusion
Instructional Strategies & Techniques
Parental Involvement
Teacher Interaction & Collaboration
Teacher Expectations
Classroom Environment
Teacher - Student Interaction
Bullying
# Foundations and Assessment of Education/Edition 1/How to Use This Book/Writing an Author Reflection
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# Foundations and Assessment of Education/Edition 1/How to Use This Book/Writing your Article with Wiki Code

The link below will guide you to a sample article, which shows and explains techniques that will make the creation on a wikibook page much easier.
Sample Wiki Article
# Handbook of Management Scales/Strategic fit
## Strategic fit (alpha = 0.88)
### Description

To measure the construct, the authors relied on scale items previously used by Harrigan (1988), Kale et al. (2000), and Parkhe (1991).

### Definition

Strategic fit relates to the alignment of aspects like merits of partners’ complementary resources, compatible businesses, and congruent strategic objectives (Das & Teng, 1997; Harrigan, 1988; Kale, Singh, & Perlmutter, 2000; Parkhe, 1991).

### Items

In this alliance, the firm and this partner:
* Have a shared understanding of the alliance’s value proposition. (0.80)
* Have aligned objectives. (0.79)
* Operate in similar market segments (e.g., target the same customers). (0.64)
* Have compatible technologies, platforms, and/or products that can work together. (0.75)
* Have complementary skills and capabilities which together can create more value. (0.83)
* Have expertise compatible with each other’s technologies, platforms and/or products. (0.71)
* Share a similar vision about industry trends (e.g., dominant platforms, potential of emerging technologies, emerging markets). (0.77)

### Source

* Lavie et al. (2012): Organizational Differences, Relational Mechanisms, and Alliance Performance. Strategic Management Journal, Vol. 33, No. 13, pp. 1453–1479

### Comments

Items 4 and 7 might relate to operational rather than strategic fit.
# Handbook of Management Scales/Strategic purchasing
## Strategic purchasing (alpha = 0.8240)
### Items

* The purchasing function has a formally written long-range plan. (e.g., a 5–10 year plan).
* Purchasing’s long-range plan is reviewed and adjusted to match changes in the company’s strategic plans on a regular basis.
* Purchasing’s long-range plan includes the various types of relationships to be established with suppliers.

### Source

* Carr/Pearson (1999): Strategically managed buyer–supplier relationships and performance outcomes. Journal of Operations Management, Vol. 17, No. 5, pp. 497-519.

## Strategic purchasing (alpha = 0.82)
### Description

The authors identify key constructs related to supply chain management. Based on a systematic instrument develop process, they develop a set of reliable, valid, and unidimensional measurement scales.

### Items

* Purchasing is included in the firm’s strategic planning process. (0.78)
* The purchasing function has a good knowledge of the firm’s strategic goals. (0.69)
* Purchasing performance is measured in terms of its contributions to the firm’s success. (0.63)
* Purchasing professionals’ development focuses on elements of the competitive strategy. (0.64)
* Purchasing department plays an integrative role in the purchasing function. (0.47)

### Source

* Chen/Paulraj (2004): Towards a theory of supply chain management: the constructs and measurements. Journal of Operations Management, Vol. 22, No. 2, pp. 119–150
# Handbook of Management Scales/Supervisor accessibility
## Supervisor accessibility (alpha = 0.84/0.89)
### Items

* My supervisor is available to meet with me.
* My supervisor spends time with me.
* My supervisor makes joint sales calls with me.
* My supervisor observes my performance in the field.

### Source

* Atuahene-Gima/Li (2002): When does trust matter? Antecedents and contingent effects of supervisee trust on performance in selling new products in China and the United States. Journal of Marketing, Vol. 66, No. 3, pp. 61-81. Adapted from Oliver/Anderson (1994).
# Handbook of Management Scales/Statistical process control usage
## Statistical process control (SPC) usage (alpha = 0.80)
### Description

Through a detailed analysis of the literature, twelve constructs of integrated quality management strategies were identified: top management commitment, customer focus, supplier quality management, design quality management, benchmarking, SPC usage, internal quality information usage, employee empowerment, employee involvement, employee training, product quality, and supplier performance. Using a survey of 371 manufacturing firms, the constructs were then empirically tested and validated. For this purpose a confirmatory factor analysis approach was used.

### Items

* SPC is used extensively in our plant.
* SPC has been effective in improving the quality of our primary product.
* We will continue to use SPC in the manufacture of our primary product.
* Production workers are well-trained in SPC.

### Source

* Ahire et al. (1996): Development and Validation of TQM Implementation Constructs. Decision Sciences, Vol. 27, No. 1, pp. 23-56.

### Related Scales

* Statistical process control