The Impact of Green Organizational Identity on Green Competitive Advantage: The Role of Green Ambidexterity Innovation and Organizational Flexibility

Table 11

Number		Strongly disagree	Disagree	Uncertain	Agree	Strongly agree
	Part one: Green organizational identity
1	The top managers, middle managers, and employees of your company have a strong sense of responsibility for their environmental goals	1	2	3	4	5
2	The top managers, middle managers, and employees of your company have made remarkable achievements in environmental protection	1	2	3	4	5
3	The top managers, middle managers, and employees of your company understand the traditional culture of environmental protection	1	2	3	4	5
4	The top managers, middle managers, and employees of your company are actively involved in environmental protection activities	1	2	3	4	5
Part two: Green ambidexterity innovation
Part two: Green innovation
	Exploitative Green Innovation (GEI)
1	Your company can provide improved environmental products/services in the existing market	1	2	3	4	5
2	Your company supplies existing environmental products/services	1	2	3	4	5
3	Your company strives to improve the quality of supply of environmentally friendly products/services	1	2	3	4	5
4	Your company obtains the environmental protection management information periodically to supply the better products	1	2	3	4	5
5	Your company expands its existing market by maximizing economies of scale	1	2	3	4	5
	Exploratory Green Innovation (GER)
1	Your company periodically explores new customer groups	1	2	3	4	5
2	Your company seeks for new distribution channels periodically	1	2	3	4	5
3	Your company is experimenting with new eco-friendly products/services in the local market	1	2	3	4	5
4	Your company is actively developing new environmentally friendly products/services	1	2	3	4	5
5	Your company recognizes that customers have advanced environmental needs	1	2	3	4	5
	Part three: Green competitive advantage
1	Compared with the main competitors, your company has a low-cost competitive advantage in environmental protection	1	2	3	4	5
2	The quality of your green products/services is better than that of your major competitors	1	2	3	4	5
3	Compared with your major competitors, your company is more capable in environmental development and investment	1	2	3	4	5
4	Your company is more capable in environmental management than your main competitors	1	2	3	4	5
5	Your company’s green products/services are more profitable than your major competitors	1	2	3	4	5
6	Your company’s green products/services grow faster than your major competitors	1	2	3	4	5
Part four: Organizational flexibility
	Resource flexibility
1	Your company’s resources have a wide area of applications	1	2	3	4	5
2	Your company can easily find new uses for resources	1	2	3	4	5
3	The difficulty and cost of converting from one resource to another is low	1	2	3	4	5
4	It takes a short time for your company to move from one resource to another	1	2	3	4	5
	Capability Flexibility
1	Your company often finds new uses/new combinations of existing resources within the company	1	2	3	4	5
2	Your company often finds new uses/new combinations of external resources	1	2	3	4	5
3	Your company can quickly arrange resources through the system within the enterprise and apply them to the target product	1	2	3	4	5
4	Your company can profit from changing environmental	1	2	3	4	5