Competitor Orientation of Affective Organizational System Scale

What it measures

Parallel form of COAS (1847) measuring the extent to which competitor orientation is embedded in an organisation’s values, beliefs, and norms. Items tap awareness of competitors’ importance, emphasis on competitor-related activities, competitor-oriented culture, competitors as a focal point, competitor-based strategy, awareness of competitive market shifts, and intent to track competitor activities.

Response format

7-point scale (1 = strongly disagree, 7 = strongly agree)

Scale items

• We are aware that competitors are important factors that influence the success of our company.
• We emphasize competitor-related activities and success.
• We have a competitor-oriented culture.
• Our competitors are a focal point of our activities.
• We have a strategy that is based on the understanding of competitors.
• We have realized that competitors’ activities change the market environment and that it is necessary to be informed about latest shifts in the competitive environment.
• We intend to constantly keep track of the activities of our competitors.

Full scale items shown. Always cite the original source when using this scale in research.

Usage notes & scoring

Composite reliability = .89; average variance extracted = .55. Adapted from Desphande, Farley, and Webster (1993). Parallel form to COAS (1847). In the study, the cognitive system (CoCS) was a stronger driver of competitor-related responsiveness than CoAS. Validated in cross-industry multi-informant study (n = 280 business units).

Recommended companion scales

Citation

Homburg, C., Grozdanovic, M., & Klarmann, M. (2007). Responsiveness to customers and competitors: The role of affective and cognitive organizational systems. Journal of Marketing, 71(3), 18–38.

Keywords