QUESTIONNAIRE

Dear Participant,
I am Kirabo Susan student of Master of Business Administration at Uganda Martyrs University,
Nkozi conducting an academic study on “Innovation Management and Organizational
Performance in Commercial Banks in Uganda”. This is an academic study aiming at
examining whether and how innovation management is related to organizational performance in
the banking sector.

Since you are one of the employees/managers in the highly reputable banks in Uganda, you are
one of the most relevant persons to this study and your ideas are very important in the success of
this study. I therefore seek your consent to participate in this study. By you filling out this
questionnaire, you are affirming your consent to use this information for this study. Your
responses will be kept strictly confidential and will only be used for research purposes. Your
name will not be mentioned anywhere on the document and your information will be kept
confidential and for academic purposes alone. Kindly give an unbiased opinion to make the
study successful. Your cooperation is highly appreciated. In the future, in case you need findings
of this research, please contact me on my Telephone number: 0788-351024, email:
kirabo.susan@stud.umu.ac.ug.
Thanks once again for your time and cooperation.
 SECTION A:

DEMOGRAPHIC DATA
Instructions:
Please choose an option by ticking the most appropriate answer to you.
1. Gender
(1) Male (2) Female
2. Marital Status
(1) Single (2) Married
(3) Divorced (4) Widowed
3. Age (in years)
(1) Under 20 (2) 20–29
(3) 30–39 (4) 40-49
(5) 50 & above
4. Highest level of education
(1) A’ level certificate (2) College Certificate
(3) College Diploma (4) Bachelor’s degree
(5) Postgraduate (5) Master’s degree
4. Department in which you work
(1) Credit/Loans (2) Operations/Customer care
(3) Sales/Marketing (4) Accounts
(5) Internal Audit (6) Other__________________________
5. How long (in years) have you been employed in this bank
(1) Less than 1 year (2) 1– 5
(3) 6– 10 (4) 11– 15
(5) 16– 20 (6) 21 or longer
SECTION B:
INNOVATION MANAGEMENT IN COMMERCIAL BANKS
You are kindly requested to show your level of agreement with all statements on each of the four
aspects of innovations management: knowledge management, technology adaptation, human
capital development, and collaboration with partners using the scale below:

Strongly Agree Agree Neutral Disagree Strongly Disagree

SA(5) A(4) N(3) D(2) SD(1)

KM KNOWLEDGE MANAGEMENT Please tick  appropriately

SA(5) A(4) N(3 D(2) SD(1)
)
KM 1 The bank regularly assesses existing knowledge
and ideas within the bank.
KM 2 The bank has a centralized repository or
database where knowledge assets are stored,
organized, and easily accessible
KM 3 This bank captures and documents new ideas
from within and the surrounding environment.
KM 4 The heads of the departments in this bank often
disseminate acquired knowledge to the rest of
the staff members
KM 5 The bank has a culture that values knowledge
sharing and collaboration.
KM 6 The bank recognizes and rewards employees
who contribute to knowledge creation, sharing,
and innovation
KM 7 The bank has rules in place for its knowledge
protection and intellectual property
management.
TA TECHNOLOGY ADAPTATION SA(5) A(4) N(3 D(2) SD(1)
)
TA1 This bank continuously identifies technological
gaps in its operations.
TA2 There is a process for continuously scanning
and monitoring emerging technologies relevant
to this bank’s activities.
TA3 The bank evaluates the potential impact of
emerging technologies on its innovation goals
and objectives
TA4 This bank has the required financial resources to
implement new technological bank innovations.
TA5 There is a cross-functional team comprising of
members with diverse skills and expertise to
drive technology adaptation initiatives.
TA6 The bank cooperates with professional experts
from outside to train staff on new/up-to-date
technological bank innovations

TA7 The bank continuously evaluate the impact of

technology adaptation initiatives on innovation
outcomes and organizational performance

TA8 The bank utilizes data analytics and insights to

inform technology adaptation decisions
HCD HUMAN CAPITAL DEVELOPMENT SA(5) A(4) N(3 D(2) SD(1)
)
HCD1 In this bank, employees are encouraged to share
knowledge about new ways of doing things
HCD 2 The bank Invests in training and skill
development programs to equip employees with
the knowledge and capabilities required to
 leverage new technologies effectively.

HCD 3 The bank identifies talented individuals within

the organization who have a propensity for
innovation.

HCD 4 The bank allocates resources, such as time,

budget, and technology, to support innovation
projects.
HCD 5 This bank creates a positive work environment
that fosters employee engagement, satisfaction,
and well-being
HCD 6 The bank has feedback mechanisms to gather
insights from employees and stakeholders on
innovation efforts
HCD 7 The bank ensures that senior leadership actively
supports and promotes innovation initiatives
HCD 8 There are set incentives and recognition
programs to reward employees for innovative
ideas and contributions
CP COLLABORATION WITH PARTNERS SA(5) A(4) N(3 D(2) SD(1)
)
CP1 There is a structure for sharing knowledge
between this bank and innovation partners
CP2 The bank identifies potential partners whose
expertise, capabilities, and resources
complement the bank’s innovation goals.
CP3 There are regular channels for communication,
such as meetings, workshops, and collaboration
platforms, to exchange ideas, feedback, and
progress updates.
CP4 The bank allocates sufficient resources,
 including funding, personnel, and infrastructure,
to support the collaborations.
CP5 There are set clear guidelines and agreements
for managing intellectual property rights and
confidentiality.
CP6 There is a system that monitors the progress and
outcomes of the collaboration against
predefined metrics and milestones.
CP7 Employees are encouraged to collaborate with
technical experts in other organizations.
CP8 The bank invests in building long-term
relationships with its partners beyond individual
projects

SECTION C: ORGANIZATIONAL PERFORMANCE (Organizational Performance Scale

by Koopmans, et al (2013); Koopmans, 2014; Ramdani, et al, 2019)
Scale: 5=Strongly Agree, 4=Agree, 3= Undecided, 2=Disagree, 1=Strongly disagree
NO. ORGANIZATIONAL PERFORMANCE SA A U D SD
FP Financial Performance (FP) Scale (Fibriyanti, 2020) 5 4 3 2 1

In the past 3 months…

FP1 The bank has registered an increase in profits generated
from its assets
FP2 There has been an increase in profits from core banking
activities (Net Interest Margin).
FP3 There is a low ratio of Non-Performing Loans (NPL)

There is an increase in deposit growth rate(DGR)

FP4 There is a higher ratio of liquid assets (cash, government

securities) to total assets
FP5 There is a lower efficiency ratio(operating expenses)

FP6 There is a higher ratio of capital adequacy(bank's capital

being sufficient to cover its risks)
G Growth(G) Scale (Kobler, 2015) SA A U D SD

In the past 3 months… 5 4 3 2 1

G1 There is an expansion in the branch network
G2 There is an expansion in the bank's loan portfolio

G3 The bank has registered an increase in deposit levels

G4 The bank has increased its digital banking channels

G5 The bank has registered tremendous growth in free

income(like, maintenance fees, transaction fees, and others)
G6 The bank has registered an increase in market share

G7 There has been adoption of technology and innovation,

such as digital banking services, mobile apps, and fintech
partnerships
G8 The bank invested in innovation and product development

MP Marketplace Performance(MP) Scale (Anon., 13) SA A U D SD

In the past 3 months… 5 4 3 2 1

MP1 High rate of increase in customer base and customer
retention
MP2 There is continuous tracking of market trends and customer
preferences
MP3 There is digital security and protection of customers'
sensitive data and financial transactions
MP4 The bank assesses its strengths and weaknesses relative to
competitors to maintain and enhance its competitive
position
MP5 The bank has a strong brand reputation and high levels of
 trust form its customers.
MP6 The bank complies with regulatory requirements

MP7 The bank invests in innovative technologies and digital

transformation initiatives to stay competitive
MP8 The bank listens to customer feedback, address their needs
promptly, and deliver consistent value to build long-term
relationships
BPE Business Process Efficiency(BPE) Scale SA A U D SD

BPE1 There is a short lead time for service delivery 5 4 3 2 1

BPE2 Most services have been automated

Feedback is gathered from customers regarding their

experiences with the bank's processes and services

BPE3 Workflows have been digitalized in this bank

BPE4 Monitoring mechanisms are in place to detect and prevent

fraudulent activities, errors, and compliance violations.

BPE5 Performance monitoring tools and dashboards are in place

to track key performance indicators (KPIs) related to
business process efficiency

BPE6 The bank encourage sharing of information, resources, and

expertise across departments to improve coordination and
efficiency.

BPE7 There is a culture of continuous improvement and

innovation within this bank

THANK YOU FOR YOUR PARTICIPATION!