The impact of organizational culture and leadership climate on organizational attractiveness and innovative behavior: a study of Norwegian hospital employees

Table 4 Results of the measurement model for the IMOC, SA, OA, and IIB constructs

Latent variable	Item label	Convergent validity		Internal consistency reliability		Discriminant validity
Latent variable		Indicator reliability	AVE^a	Composite reliability	Cronbach’s alpha	HTMT criterion^a
Rule of thumb		Loading > 0.7	> 0.5	0.7–0.95	0.7–0.95	HTMT interval does not include 1
IMOC	IMOC1	0.84	0.73	0.95	0.94	Yes
	IMOC2	0.76
	IMOC3	0.89
	IMOC4	0.86
	IMOC5	0.90
	IMOC6	0.84
	IMOC7	0.82
	IMOC8	0.90
SA	SA1	0.84	0.80	0.95	0.93	Yes
	SA2	0.93
	SA3	0.93
	SA4	0.85
	SA5	0.92
OA	OA1	0.96	0.93	0.95	0.93	Yes
OA	OA2	0.96	0.93	0.95	0.93	Yes
IIB	IIB1	0.86	0.77	0.94	0.92	Yes
	IIB2	0.88
	IIB3	0.89
	IIB4	0.88
	IIB5	0.87

^aAVE Average variance extracted, HTMT Heterotrait–monotrait ratio of correlations, SA Support for Autonomy, IIB Individual Innovative Behavior, OA Organizational Attractiveness, IMOC Internal Market-Oriented Culture

ISSN: 1472-6963