Corporate Entrepreneurship Quiz

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1/121 Questions

What is from the list below address to business model basic questions? (more than one answer is possible):
- A. What transport documentation templates we use?
- B. What is the market for product?
- C. What transport we use to deliver our product?

About This Quiz

How about an amazing corporate entrepreneurship quiz to test your knowledge? Opportunities are all around us, and there are those among us who are not afraid to take them. These said people could fill a gap in the market and fill it. Have you heard about corporate entrepreneurship? If so, then take up the quiz below and see just how See moremuch you know about it and what it entails, and what more there is to learn. All the best!

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2.

Remaining competitive is very different from achieving sustainable competitive advantage:
- A. Right
- B. Wrong
Correct Answer

A. A. Right

Explanation

This statement is correct because remaining competitive refers to the ability of a company to keep up with its competitors in the short term, while achieving sustainable competitive advantage means having a unique and long-lasting position in the market that is difficult for competitors to replicate. Simply staying competitive is not enough to ensure long-term success, as other competitors can catch up or surpass a company's performance. Sustainable competitive advantage requires a company to have unique resources, capabilities, or strategies that give it a lasting advantage in the market.

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3.

Why can the government be named “strategic entrepreneur”, according to the definition in Chapter 5?
- A. there are many government officials who want to raise the welfare level
- B. it has enough resources, capabilities to redistributing them effectively and generate social benefits
- C. strategic entrepreneurship in government organizations raises their current account
- D. government policy provides good conditions to run business
Correct Answer

A. B. it has enough resources, capabilities to redistributing them effectively and generate social benefits

Explanation

According to the definition in Chapter 5, the government can be named a "strategic entrepreneur" because it has enough resources and capabilities to effectively redistribute them, which in turn generates social benefits. This suggests that the government is able to strategically allocate its resources in a way that benefits society as a whole.

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4.

Thinking of a new product or service is an example of…
- A. Relationship Creativity
- B. Event Creativity
- C. Idea Creativity
- D. Inner Creativity
Correct Answer

A. C. Idea Creativity

Explanation

Thinking of a new product or service involves generating new ideas, which is the essence of creativity. This process requires coming up with innovative concepts, brainstorming, and problem-solving. Therefore, it can be categorized as "Idea Creativity."

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5.

What are the three types of corporate venturing? 1. Internal 2. External 3. Uncongested 4. Cooperative
- A. 1, 2 & 3
- B. 1,2 & 4
- C. 2,3 & 4
- D. 1,3 & 4
Correct Answer

A. B. 1,2 & 4

Explanation

The correct answer is b. 1,2 & 4. The three types of corporate venturing are internal, external, and cooperative. Internal corporate venturing involves the development of new ventures within the existing organization. External corporate venturing involves collaborating with external partners or acquiring existing ventures. Cooperative corporate venturing involves collaborating with other companies to develop new ventures. Therefore, options 1, 2, and 4 are the correct types of corporate venturing.

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6.

Entrepreneurial companies recognize the concept of failure that states:
- A. Company can be successful only when there are no failures
- B. Failure is integral part of entrepreneurship and it goes hand in hand with innovating and learning
- C. Company should punish everybody who has made the mistake
Correct Answer

A. B. Failure is integral part of entrepreneurship and it goes hand in hand with innovating and learning

Explanation

Entrepreneurial companies recognize that failure is an integral part of entrepreneurship and it goes hand in hand with innovating and learning. This means that in order to be successful, entrepreneurs must be willing to take risks and accept that not every venture will be successful. Failure is seen as an opportunity for growth and learning, allowing entrepreneurs to refine their strategies and improve their chances of success in future endeavors. Punishing individuals for their mistakes would discourage risk-taking and hinder the innovative spirit necessary for entrepreneurial success.

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7.

According to Morris, Kuratko and Covin (2011), which of the following is not part of the 3 dimensions of Corporate Entrepreneurship?
- A. Proactiveness
- B. Internationalisation
- C. Innovativeness
- D. Risk-taking
Correct Answer

A. B. Internationalisation

Explanation

The question asks for the dimension that is not part of the 3 dimensions of Corporate Entrepreneurship according to Morris, Kuratko, and Covin (2011). The correct answer is b. Internationalisation. This means that according to the authors, internationalisation is not considered one of the dimensions of Corporate Entrepreneurship.

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8.

There are two dominant approaches of innovation processes. Those are …
- A) Supply side and demand side
- B) Technology-push and market-pull
- C) Innovation-led and invention-driven
- D) Creativity-based and serendipity-based
Correct Answer

A. B) Technology-push and market-pull

Explanation

The two dominant approaches of innovation processes are technology-push and market-pull. Technology-push refers to the approach where innovation is driven by advancements in technology, where new technologies are developed and then applied to create new products or services. Market-pull, on the other hand, refers to the approach where innovation is driven by market needs and demands. This approach involves identifying customer needs and preferences and then developing products or services to meet those needs.

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9.

What are the three underlying dimensions of Entrepreneurship? (Chapter 2)
- A. Commitment, risk taking & proactiveness
- B. Innovativeness, process control & proactiveness
- C. Innovativeness risk taking & reactiveness
- D. Innovativeness, risk taking & proactiveness
Correct Answer

A. D. Innovativeness, risk taking & proactiveness

Explanation

The three underlying dimensions of entrepreneurship are innovativeness, risk-taking, and proactiveness. Innovativeness refers to the ability to come up with new and original ideas or solutions. Risk-taking involves the willingness to take on calculated risks and uncertainty in order to pursue opportunities. Proactiveness means taking initiative and being proactive in identifying and capitalizing on opportunities rather than waiting for them to come. These dimensions are crucial for entrepreneurs as they enable them to create and grow successful businesses in dynamic and competitive environments.

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10.

Which sentence below is not a principle to effective use of award program to encourage entrepreneurship?
- A. Emphasize success rather than failure
- B. Timing in rewarding an achievement is not crucial
- C. Provide recognition in a personal and honest manner
- D. Tailor the recognition and reward to the unique needs of the people involved
Correct Answer

A. B. Timing in rewarding an achievement is not crucial

Explanation

The correct answer is b. Timing in rewarding an achievement is not crucial. This sentence goes against the principle of effective use of award programs to encourage entrepreneurship. Timing is crucial in rewarding an achievement because timely recognition and reward can reinforce positive behavior and motivate individuals to continue their entrepreneurial efforts. Delaying or neglecting to reward achievements may diminish the impact and effectiveness of the award program.

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11.

Comparing the key roles of managers and entrepreneurs, which of the below mentioned key roles does not represent the manager? (Chapter 1)
- A. Motivator
- A. Motivator
- C. Opportunity Seeker
- D. Coordinator
Correct Answer

A. C. Opportunity Seeker

Explanation

Managers are primarily responsible for coordinating and organizing resources to achieve organizational goals. They are also responsible for motivating and inspiring their team members to perform at their best. However, the role of an opportunity seeker is typically associated with entrepreneurs, who are constantly looking for new business opportunities and ways to innovate. Therefore, the role of an opportunity seeker does not represent the key role of a manager.

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12.

According to Amabile and Mueller (2008), which of the suggestions below is NOT one of the 3 components of successful creativity in organizations?
- A. Motivation
- B. Authority
- C. Creative Thinking Skills
- D. Expertise
Correct Answer

A. B. Authority

Explanation

Authority is not one of the three components of successful creativity in organizations according to Amabile and Mueller (2008). The three components are motivation, creative thinking skills, and expertise. Authority refers to the power or control that someone has over others, and while it may be important in organizational settings, it is not directly related to successful creativity.

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13.

There are many conflicting findings about characteristics associated with an entrepreneurial individual. However, consensus has been achieved on 6 characteristics. What are they?
- A. Motivated by achievement, internal locus of control, calculated risk takers, a high tolerance of ambiguity, prefer a degree of autonomy, tenacious and perseverant
- B. Motivated by wealth, power and money, internal locus of control, high risk takers, a high tolerance of ambiguity, prefer a degree of autonomy, tenacious and perseverant
- C. Team players, opportunity oriented, self-confident and optimistic, lack moral or ethics due to their strong desire to succeed, prefer a degree of autonomy, tenacious and perseverant
Correct Answer

A. A. Motivated by achievement, internal locus of control, calculated risk takers, a high tolerance of ambiguity, prefer a degree of autonomy, tenacious and perseverant

Explanation

The correct answer is a. This is because these characteristics have been widely agreed upon as being associated with entrepreneurial individuals. They are motivated by achievement, meaning they are driven to succeed. They have an internal locus of control, meaning they believe they have control over their own actions and outcomes. They are calculated risk takers, meaning they carefully assess and evaluate risks before taking action. They have a high tolerance of ambiguity, meaning they can handle uncertainty and adapt to changing situations. They prefer a degree of autonomy, meaning they enjoy having control and independence in their work. Finally, they are tenacious and perseverant, meaning they are determined and resilient in the face of challenges.

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14.

What are the key elements of the HRM (Human Resource Management) system to create an entrepreneurial environment?
- A. Recruitment/selection, job planning/design, compensation/rewards
- B. Recruitment/selection, job planning/design, performance appraisals, training/development, compensation/rewards
- C. Job planning/design, training/development
Correct Answer

A. B. Recruitment/selection, job planning/design, performance appraisals, training/development, compensation/rewards

Explanation

The key elements of the HRM system to create an entrepreneurial environment include recruitment/selection, job planning/design, performance appraisals, training/development, and compensation/rewards. These elements are essential in fostering an environment that encourages entrepreneurship within an organization. Recruitment and selection ensure that individuals with the right skills and mindset are hired. Job planning/design helps in creating roles and responsibilities that align with the entrepreneurial culture. Performance appraisals allow for feedback and recognition of entrepreneurial behavior. Training and development provide employees with the necessary skills and knowledge to be entrepreneurial. Finally, compensation and rewards motivate and incentivize entrepreneurial behavior.

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15.

Morris, Kuratko and Covin (2011) describe in their book the entrepreneurial process. What is the first step in the entrepreneurial process?
- A. Identifying the opportunity
- B. Defining the business concept
- C. Assessing the resource requirements
- D. Acquiring the necessary resources
Correct Answer

A. A. Identifying the opportunity

Explanation

The first step in the entrepreneurial process is identifying the opportunity. This involves recognizing a potential market need or problem that can be addressed through a new business venture. It requires entrepreneurs to be observant, creative, and able to spot gaps or opportunities in the market. Once an opportunity is identified, entrepreneurs can move on to defining the business concept, assessing resource requirements, and acquiring the necessary resources to pursue the opportunity. However, without identifying the opportunity in the first place, the entrepreneurial process cannot begin.

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16.

Morris, Kuratko and Covin (2011) explain three main reasons to start their own organization. What is not one of these three main reasons for corporate entrepreneurs to start their own organization?
- A. The organizational politics in my company
- B. The potential to operate on a fairly significant scope and scale fairly quickly
- C. The security I enjoy when working operating in an existing company
- D. The resource base I can tap into
Correct Answer

A. A. The organizational politics in my company

Explanation

The correct answer is a. The organizational politics in my company. The explanation for this is that Morris, Kuratko, and Covin (2011) state three main reasons for corporate entrepreneurs to start their own organization, which include the potential to operate on a significant scope and scale quickly, the security enjoyed when working in an existing company, and the resource base that can be tapped into. However, they do not mention organizational politics as one of the reasons.

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17.

Choose the right sentence:
- A. External changes influence internal operation
- B. Internal changes influence external turbulence
- C. External environment is not causing internal turbulences
- D. Internal operation cause external change
Correct Answer

A. A. External changes influence internal operation

Explanation

The correct answer is a. External changes influence internal operation. This sentence suggests that external factors or changes have an impact on the internal functioning or operations of a system or organization. It implies that external influences can affect how things work internally and may lead to adjustments or adaptations in response to these changes.

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18.

Covin and Miles hypothesized that firms that embrace entrepreneurship as core to their strategies will…
- A. Outperform those that do not in the long run.
- B. Lose sight of their core business and therefore perform less than those that do not in the long run.
- C. Perform equally as those that do not in the long run.
- D. Failed to prove any connection.
Correct Answer

A. A. Outperform those that do not in the long run.

Explanation

The explanation for the given correct answer is that Covin and Miles hypothesized that firms that embrace entrepreneurship as core to their strategies will outperform those that do not in the long run. This suggests that firms that prioritize and integrate entrepreneurial activities into their overall business strategy are more likely to achieve long-term success and outperform their competitors who do not prioritize entrepreneurship.

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19.

Organizational culture involves different components. What are the main components of the organizational culture?
- A. Values, rules of conduct, vocabulary, methodology, ritual, myths, stories
- B. Myths, stories, rituals, vocabulary, methodology
- C. Rules of conduct, methodology
Correct Answer

A. A. Values, rules of conduct, vocabulary, methodology, ritual, myths, stories

Explanation

The correct answer is a. Values, rules of conduct, vocabulary, methodology, ritual, myths, stories. Organizational culture is made up of various components that shape the behavior and beliefs of individuals within an organization. Values represent the core principles and beliefs that guide decision-making and behavior. Rules of conduct establish the expected behavior and norms within the organization. Vocabulary refers to the specific language and terminology used within the organization. Methodology refers to the processes and approaches used to accomplish tasks. Rituals are the established routines and ceremonies within the organization. Myths and stories are the narratives and legends that convey the history and identity of the organization.

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20.

Which of the following is NOT an example of an internal challenge for HRM?
- A. Job Analysis
- B. HR planning
- C. Employee recruitment
- D. Union pressure
Correct Answer

A. D. Union pressure

Explanation

Union pressure is not an example of an internal challenge for HRM because it is an external factor that HRM has to deal with. Internal challenges refer to issues that arise within the organization, such as job analysis, HR planning, and employee recruitment. Union pressure, on the other hand, is an external challenge that HRM faces when dealing with labor unions and collective bargaining.

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21.

Which of the following is NOT part of the Resource orchestration process:
- A. Structuring
- B. Bundling
- C. Exploitation
- D. Value creation and appropriation
Correct Answer

A. C. Exploitation

Explanation

The resource orchestration process involves various activities such as structuring, bundling, value creation, and appropriation. Exploitation, on the other hand, does not fit into this process. Exploitation typically has negative connotations and refers to the unethical or unfair use of resources. In the context of resource orchestration, the focus is on effectively and efficiently managing and utilizing resources to create value and achieve organizational goals. Therefore, exploitation is not a part of this process.

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22.

Which one of these characteristics in a NPO is similar to a profit oriented organization?
- A. Purpose
- B. Competition
- C. Life Time cycle
- D. Measuring Performance
Correct Answer

A. B. Competition

Explanation

The characteristic of competition is similar between a non-profit organization (NPO) and a profit-oriented organization. Both types of organizations face competition in the market or industry they operate in. While profit-oriented organizations compete for market share and profitability, NPOs compete for resources, funding, and support from donors and stakeholders. Competition drives both types of organizations to strive for excellence, innovation, and efficiency in order to achieve their goals and fulfill their mission effectively.

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23.

Which of the following does not represent start-up entrepreneurship, but corporate entrepreneurship? (Chapter 2)
- A. Job security
- B. One misstep can mean failure
- C. Entrepreneur takes the risk
- D. Few people to talk to
Correct Answer

A. A. Job security

Explanation

Job security is not typically associated with start-up entrepreneurship, as start-ups are often characterized by high levels of uncertainty and risk. In contrast, corporate entrepreneurship may still offer job security as individuals are employed within an established company.

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24.

Choose the main motivation of the government to run a public entrepreneurship projects?
- A. to increase the level of public revenue
- B. to make competitive advantages with the private companies
- C. improving the welfare of the population in the country
- D. improving the government position among the population in the country
Correct Answer

A. C. improving the welfare of the population in the country

Explanation

The main motivation of the government to run public entrepreneurship projects is to improve the welfare of the population in the country. These projects aim to create opportunities for economic growth, job creation, and overall development, which ultimately benefits the people by improving their standard of living, providing access to essential services, and promoting social and economic inclusion. By investing in public entrepreneurship projects, the government seeks to address societal needs and enhance the well-being of its citizens.

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25.

When we speak of ambidexterity in a company, it means that:
- (a) The company combines its customers in both B2C and B2B
- (b) The company combines constant incremental improvement and radical innovation
- (c) The company combines a strategy for the long term and short term
Correct Answer

A. (b) The company combines constant incremental improvement and radical innovation

Explanation

When a company is said to have ambidexterity, it means that it is able to balance and integrate both constant incremental improvement and radical innovation. This means that the company is able to continuously make small improvements to its existing products or services while also pursuing new and groundbreaking ideas. This combination allows the company to stay competitive in the present while also preparing for the future. By combining both approaches, the company can adapt to changing market conditions, meet customer needs, and drive growth and success.

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26.

What kind of purpose does a NPO has?
- A. Social
- B. Charity
- C. Power
- D. Money
Correct Answer

A. A. Social

Explanation

A NPO, or non-profit organization, typically has a social purpose. These organizations are established to address and serve the needs of a particular community or cause, rather than seeking to generate profit or accumulate wealth. They often work towards promoting social welfare, advocating for social justice, providing assistance to disadvantaged groups, or addressing specific social issues. The focus of a NPO is on making a positive impact on society and improving the well-being of individuals and communities.

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1
27.

When one is creating an entrepreneurial work environment one should apply correctly:
- A. Job planning and design, Performance appraisals, Training and development, Compensation and rewards, Recruitment and selection
- B. Cycle time management, Monetary effectiveness, Government overview, Scarce resources
- C. Emphasis on personal gain, Commitment to individuals, Interpersonal stress, Self-confidence, Authority
- D. Greater emotional dependence, Tendency towards group thinking, Effort and responsibility
Correct Answer

A. A. Job planning and design, Performance appraisals, Training and development, Compensation and rewards, Recruitment and selection

Explanation

The correct answer is a. Job planning and design, Performance appraisals, Training and development, Compensation and rewards, Recruitment and selection. These factors are important in creating an entrepreneurial work environment because they contribute to the overall effectiveness and productivity of the employees. Job planning and design ensure that the tasks and responsibilities are clearly defined and aligned with the goals of the organization. Performance appraisals help in evaluating the performance of the employees and providing feedback for improvement. Training and development programs enhance the skills and knowledge of the employees. Compensation and rewards motivate and incentivize the employees. Recruitment and selection ensure that the right individuals are hired for the job.

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28.

A corporate venture plan is sometimes referred to as a:
- A. Marketing plan
- B. Business plan
- C. Action plan
- D. None of the above
Correct Answer

A. B. Business plan

Explanation

A corporate venture plan is sometimes referred to as a business plan because it outlines the goals, strategies, and financial projections for a new venture or project within a larger corporation. It includes details about the target market, competitive analysis, marketing strategies, operational plans, and financial forecasts. A business plan is essential for securing funding, attracting investors, and guiding the implementation of the venture. Therefore, option B is the correct answer as it accurately describes the purpose and nature of a corporate venture plan.

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29.

What are the characteristics of the organizational culture?
- A. Emotional aspect, individualism, static
- B. Clarity, dynamic, collectivism
- C. Collectivism, emotional aspect, dynamic, inherently symbolic, fuzziness
- D. Identity, individualism, ambiguity
Correct Answer

A. C. Collectivism, emotional aspect, dynamic, inherently symbolic, fuzziness

Explanation

The characteristics of organizational culture include collectivism, emotional aspect, dynamic nature, inherent symbolism, and fuzziness. Collectivism refers to the emphasis on group cohesion and teamwork. The emotional aspect highlights the importance of emotions and relationships within the organization. The culture is dynamic, meaning it evolves and changes over time. It is inherently symbolic, with shared symbols and meanings that represent the organization's values. Lastly, there is fuzziness, indicating that organizational culture is not always clear-cut and can be open to interpretation.

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30.

What is not a characteristic of how organization performance is measured in the ‘Corporate Entrepreneurship’- model of Morris, Kuratko and Covin (2011)?
- A. Efficiency
- B. Rewards
- C. Effectiveness
- D. Stakeholder satisfaction
Correct Answer

A. B. Rewards

Explanation

In the 'Corporate Entrepreneurship' model of Morris, Kuratko, and Covin (2011), rewards are not considered as a characteristic of how organization performance is measured. This model focuses on efficiency, effectiveness, and stakeholder satisfaction as the key factors in evaluating organizational performance. Rewards, although important in motivating employees, are not directly linked to measuring performance in this particular model.

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31.

Which parts of departments are involved in a new corporate venturing, according to Burgelman (1983):
- A. R&D
- B. Marketing
- C. Business Development
- D. All of the above
Correct Answer

A. D. All of the above

Explanation

According to Burgelman (1983), all departments, including R&D, Marketing, and Business Development, are involved in a new corporate venturing. This implies that the process of corporate venturing requires the collaboration and participation of various departments within the organization. Each department brings its unique expertise and perspective to support the successful implementation of the new venture. By involving all departments, the organization can leverage its resources, capabilities, and knowledge from different functional areas to maximize the chances of success for the new venture.

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32.

Name the main mission (purposes) of the entrepreneurial government?
- A. to create conditions for collective solving the society’s problems and meeting society’s needs
- B. to raise the welfare
- C. to develop partnership with business
- D. to enhance competitiveness
Correct Answer

A. A. to create conditions for collective solving the society’s problems and meeting society’s needs

Explanation

The main mission of an entrepreneurial government is to create conditions for collective solving the society's problems and meeting society's needs. This means that the government aims to create an environment where individuals and organizations can come together to address the challenges faced by society and fulfill its needs. This can be achieved through various means such as implementing policies and regulations, providing resources and support, fostering collaboration and innovation, and promoting social and economic development. By doing so, the government plays an active role in shaping the society and ensuring its well-being.

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1
33.

According to Brikinshaw, J. & Gibson, C. (2004), what is ambidexterity in a company success?
- A. only adaptability
- B. only alignment
- C. either adaptability or alignment
- D. both adaptability and alignment
Correct Answer

A. D. both adaptability and alignment

Explanation

According to Brikinshaw and Gibson (2004), ambidexterity in a company's success refers to the combination of both adaptability and alignment. This means that a successful company needs to be able to adapt to changing circumstances and be flexible, while also maintaining alignment and consistency in its goals, strategies, and operations. Both adaptability and alignment are crucial for a company to effectively navigate and thrive in a dynamic and competitive business environment.

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34.

It is important to measure a company’s entrepreneurial performance because management…
- (a) Can objectively assess the readiness of the organization to participate in CE activities.
- (b) Can satisfy stakeholder’s expectations.
- (c) Can justify the need for rapid innovation.
Correct Answer

A. (a) Can objectively assess the readiness of the organization to participate in CE activities.

Explanation

Measuring a company's entrepreneurial performance allows management to objectively assess the readiness of the organization to participate in CE activities. By evaluating various aspects of the company's performance, such as its ability to innovate, take risks, and adapt to market changes, management can determine if the company has the necessary entrepreneurial mindset and capabilities to engage in entrepreneurial activities. This assessment helps management make informed decisions about whether the company should pursue CE activities and how to allocate resources effectively. It also enables them to identify areas for improvement and develop strategies to enhance the company's entrepreneurial performance.

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35.

What is the Entrepreneurial Health Audit used for?
- A. Measure companies entrepreneurship?
- B. Measure individuals entrepreneurship?
- C. Measure the end results?
Correct Answer

A. A. Measure companies entrepreneurship?

Explanation

The Entrepreneurial Health Audit is used to measure the entrepreneurship of companies. It assesses various aspects of a company's entrepreneurial activities, such as its innovation, risk-taking, and ability to adapt to change. This audit helps identify strengths and weaknesses in a company's entrepreneurial capabilities, allowing for targeted improvements and strategic decision-making.

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36.

According to the ‘Entrepreneurial Grid’ explained in the book of Morris, Kuratko and Covin (2011), which of the following correspond to the Periodic/Discontinuous Entrepreneurial Intensity?
- A. Virgin
- B. Mc Donald’s
- C. Apple
- D. H&M
Correct Answer

A. C. Apple

Explanation

The Entrepreneurial Grid categorizes entrepreneurial intensity into four quadrants: Routine, Periodic, Discontinuous, and Sporadic. In the context of this question, Periodic/Discontinuous Entrepreneurial Intensity refers to businesses that exhibit bursts of entrepreneurial activity followed by periods of stability. Apple fits this category as it has a history of introducing groundbreaking products and technologies (such as the iPhone and iPad) that disrupt the market and create significant growth opportunities. These periods of innovation and disruption are followed by periods of refining and stabilizing their product offerings.

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37.

Emergent investments can be described as:
- A. Investments in markets which are not important these days, but may become in a future
- B. Re-invention
- C. Regular and continuous introducing of new products and services or entering new markets
Correct Answer

A. C. Regular and continuous introducing of new products and services or entering new markets

Explanation

Emergent investments refer to the ongoing process of introducing new products and services or entering new markets on a regular and continuous basis. This means that companies are constantly innovating and expanding their offerings to stay competitive and capture new opportunities. It is different from investments in markets that are not currently important but may become significant in the future. Re-invention, on the other hand, refers to the process of completely transforming or changing something, which is not the same as the concept of emergent investments.

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38.

Which one of the following is NOT main output of the Strategic entrepreneurship process:
- A. Individual benefits
- B. Organizational benefits
- C. Societal benefits
- D. Governmental benefits
Correct Answer

A. D. Governmental benefits

Explanation

The main outputs of the strategic entrepreneurship process are individual benefits, organizational benefits, and societal benefits. Governmental benefits are not considered a main output of this process. This suggests that the strategic entrepreneurship process primarily focuses on creating value for individuals, organizations, and society as a whole, rather than directly benefiting the government.

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39.

What are the two critical stages a venture idea must pass through? (Article)
- A. Project precision & Momentum
- B. Project definition & Impetus
- C. Project definition & Momentum
- D. Project precision & Impetus
Correct Answer

A. B. Project definition & Impetus

Explanation

The two critical stages a venture idea must pass through are project definition and impetus. Project definition involves clearly outlining the goals, objectives, and scope of the venture idea. This stage helps to establish a clear understanding of what needs to be achieved. Impetus refers to the driving force or motivation behind the venture idea. It is the energy and enthusiasm that propels the idea forward and helps overcome obstacles. These two stages are crucial in ensuring that the venture idea is well-defined and has the necessary drive to succeed.

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40.

In the creative process people often face with the “creative blocks” that restrict people to be creative. What are the main sources of employee’s “creative blocks” in the organization?
- A. Employer, fellow employees, other people
- B. Individual itself, government, competitors
- C. Individual itself, fellow employees, workplace
Correct Answer

A. C. Individual itself, fellow employees, workplace

Explanation

The correct answer is c. Individual itself, fellow employees, workplace. In the creative process, individuals can experience creative blocks that hinder their ability to be creative. These blocks can stem from the individual themselves, such as self-doubt or lack of motivation. Fellow employees can also contribute to creative blocks through negative attitudes or lack of support. The workplace environment can also play a role, with factors such as strict rules or lack of resources inhibiting creativity. Overall, these three sources can significantly impact an employee's ability to be creative in the organization.

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41.

What do values in an organization mean?
- A. The perception of how things actually get accomplished in the company
- B. The things that employees think are worth having or doing, or are intrinsically desirable
- C. Accepted norms and rules in the company
- D. The things that are set in the company and must be accomplished by employees
Correct Answer

A. B. The things that employees think are worth having or doing, or are intrinsically desirable

Explanation

Values in an organization refer to the things that employees think are worth having or doing, or are intrinsically desirable. These values are the guiding principles that shape the behavior and decision-making within the company. They reflect the beliefs and priorities of the employees and help create a positive work culture. Values provide a sense of purpose and direction, influencing how employees interact with each other, customers, and stakeholders. They serve as a foundation for decision-making, shaping the company's identity and reputation.

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42.

There are two kinds of technologies distinguished by Christensen (1997):
- A) Evolutionary and Revolutionary
- B) Sustaining and Disruptive
- C) Short-term and Long-term
- D) Incremental and Radical
- E) Improvement and Breakthrough
Correct Answer

A. B) Sustaining and Disruptive

Explanation

Christensen (1997) distinguishes between two kinds of technologies: sustaining and disruptive. Sustaining technologies are those that improve existing products or services, providing incremental improvements and meeting the needs of established customers. Disruptive technologies, on the other hand, are innovations that initially serve a niche market or lower-end customers, but eventually disrupt the existing market by offering a new solution that is more affordable, convenient, or accessible. This distinction helps in understanding how different technologies can impact industries and drive innovation.

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43.

Which is not one of the five key company capabilities that lead to a competitive advantage?
- A. Speed
- B. Flexibility
- C. Coordination
- D. Aggressiveness
Correct Answer

A. C. Coordination

Explanation

Coordination is not one of the five key company capabilities that lead to a competitive advantage. Speed, flexibility, and aggressiveness are all important capabilities that can give a company an edge over its competitors. Coordination, on the other hand, refers to the ability to synchronize activities and resources within a company, which is important for efficient operations but may not directly contribute to a competitive advantage.

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44.

Which one in these four roles that help to pursuit corporate entrepreneurship success cannot be listed as a Middle Management Role:
- A) Championing.
- B) Implementing.
- C) Facilitating.
- D) Ratifying.
Correct Answer

A. D) Ratifying.

Explanation

Ratifying cannot be listed as a middle management role that helps to pursue corporate entrepreneurship success because ratifying refers to the act of officially approving or confirming something. This role is typically performed by higher-level executives or decision-makers, rather than middle managers who are more involved in championing, implementing, and facilitating entrepreneurial initiatives within the organization.

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45.

The decision to act entrepreneurially occurs as a result of interactions among organizational characteristics, individual characteristics and some kind of precipitating event, also known as triggers. Those can be grouped into five key ways. Which of the following aspects is not included?
- (a) Is the entrepreneurial event triggered by internal or external developments?
- (b) Is entrepreneurship a response to an opportunity or a threat?
- (c) Is the entrepreneurial event beginning with productivity or R&D?
Correct Answer

A. (c) Is the entrepreneurial event beginning with productivity or R&D?

Explanation

The correct answer is (c) Is the entrepreneurial event beginning with productivity or R&D? This aspect is not included in the five key ways in which the decision to act entrepreneurially occurs. The question mentions that triggers can be grouped into five key ways, but this aspect is not one of them. The question only mentions triggers related to internal or external developments, and whether entrepreneurship is a response to an opportunity or a threat. There is no mention of triggers related to productivity or R&D.

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46.

What is a difference between corporate entrepreneurship and start-up entrepreneurship according to Morris, Kuratko and Covin (2011)?
- A. Corporate entrepreneurship is more about opportunity recognition and definition than start-up entrepreneurship
- B. Start-up entrepreneurship requires a harvesting strategy and corporate entrepreneurship not
- C. Start-up entrepreneurship is more vulnerable to outside influence then corporate entrepreneurship
- D. Start-up entrepreneurship is often driven by an individual champion and corporate entrepreneurship not
Correct Answer

A. C. Start-up entrepreneurship is more vulnerable to outside influence then corporate entrepreneurship

Explanation

According to Morris, Kuratko and Covin (2011), start-up entrepreneurship is more vulnerable to outside influence compared to corporate entrepreneurship. This means that start-up entrepreneurs are more likely to be influenced or affected by external factors such as market conditions, competition, and economic trends. On the other hand, corporate entrepreneurship may have more resources, stability, and control over their operations, making them less susceptible to outside influences.

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47.

What other use is there for the entrepreneurial grid besides applying it to organizations?
- A. Firm Philosophy
- B. External Environment
- C. Individuals
- D. Internal Environment
Correct Answer

A. C. Individuals

Explanation

The entrepreneurial grid can also be applied to individuals besides organizations. It can be used to assess and analyze the entrepreneurial mindset, traits, and behaviors of individuals. By using the grid, individuals can identify their strengths and weaknesses in terms of entrepreneurial characteristics and make improvements accordingly. This can be helpful for individuals who are looking to start their own businesses or want to develop an entrepreneurial mindset within their current roles.

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48.

Which could be common limitations to the corporate entrepreneur?
- A) Time, financial credibility, energy-shared enthusiasm, seed capital.
- B) Energy-shared enthusiasm, time, acquisitions, legitimacy.
- C) Seed capital, time, good workforce members, sponsorships.
- D) Time, financial credibility, seed capital, human resource management.
Correct Answer

A. A) Time, financial credibility, energy-shared enthusiasm, seed capital.

Explanation

The common limitations to the corporate entrepreneur are time, financial credibility, energy-shared enthusiasm, and seed capital. Time is a limitation because corporate entrepreneurs often have to balance their entrepreneurial endeavors with their regular job responsibilities. Financial credibility is important as it determines the ability to secure funding for new ventures. Energy-shared enthusiasm is necessary to motivate and inspire others to support and participate in the entrepreneurial initiatives. Finally, seed capital is needed to fund the initial stages of the venture and cover expenses until it becomes self-sustaining.

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49.

The entrepreneurial organization is built around all of these major portfolios EXCEPT which one?
- A. Portfolio of competencies
- B. Portfolio of networks
- C. Portfolio of innovation
- D. Portfolio of ventures
Correct Answer

A. B. Portfolio of networks

Explanation

An entrepreneurial organization is typically built around various portfolios that contribute to its success. These portfolios include competencies, innovation, ventures, and networks. However, the correct answer states that the organization is not built around a portfolio of networks. This means that while competencies, innovation, and ventures are important components of the organization, networks are not considered a major portfolio in this context.

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Corporate Entrepreneurship Quiz

What is from the list below address to business model basic questions? (more than one answer is possible):

Quiz Preview

Remaining competitive is very different from achieving sustainable competitive advantage:

Why can the government be named “strategic entrepreneur”, according to the definition in Chapter 5?

Thinking of a new product or service is an example of…

What are the three types of corporate venturing? 1. Internal 2. External 3. Uncongested 4. Cooperative

Entrepreneurial companies recognize the concept of failure that states:

According to Morris, Kuratko and Covin (2011), which of the following is not part of the 3 dimensions of Corporate Entrepreneurship?

There are two dominant approaches of innovation processes. Those are …

What are the three underlying dimensions of Entrepreneurship? (Chapter 2)

Which sentence below is not a principle to effective use of award program to encourage entrepreneurship?

Comparing the key roles of managers and entrepreneurs, which of the below mentioned key roles does not represent the manager? (Chapter 1)

According to Amabile and Mueller (2008), which of the suggestions below is NOT one of the 3 components of successful creativity in organizations?

There are many conflicting findings about characteristics associated with an entrepreneurial individual. However, consensus has been achieved on 6 characteristics. What are they?

What are the key elements of the HRM (Human Resource Management) system to create an entrepreneurial environment?

Morris, Kuratko and Covin (2011) describe in their book the entrepreneurial process. What is the first step in the entrepreneurial process?

Morris, Kuratko and Covin (2011) explain three main reasons to start their own organization. What is not one of these three main reasons for corporate entrepreneurs to start their own organization?

Choose the right sentence:

Covin and Miles hypothesized that firms that embrace entrepreneurship as core to their strategies will…

Organizational culture involves different components. What are the main components of the organizational culture?

Which of the following is NOT an example of an internal challenge for HRM?

Which of the following is NOT part of the Resource orchestration process:

Which one of these characteristics in a NPO is similar to a profit oriented organization?

Which of the following does not represent start-up entrepreneurship, but corporate entrepreneurship? (Chapter 2)

Choose the main motivation of the government to run a public entrepreneurship projects?

When we speak of ambidexterity in a company, it means that:

What kind of purpose does a NPO has?

When one is creating an entrepreneurial work environment one should apply correctly:

A corporate venture plan is sometimes referred to as a:

What are the characteristics of the organizational culture?

What is not a characteristic of how organization performance is measured in the ‘Corporate Entrepreneurship’- model of Morris, Kuratko and Covin (2011)?

Which parts of departments are involved in a new corporate venturing, according to Burgelman (1983):

Name the main mission (purposes) of the entrepreneurial government?

According to Brikinshaw, J. & Gibson, C. (2004), what is ambidexterity in a company success?

It is important to measure a company’s entrepreneurial performance because management…

What is the Entrepreneurial Health Audit used for?

According to the ‘Entrepreneurial Grid’ explained in the book of Morris, Kuratko and Covin (2011), which of the following correspond to the Periodic/Discontinuous Entrepreneurial Intensity?

Emergent investments can be described as:

Which one of the following is NOT main output of the Strategic entrepreneurship process:

What are the two critical stages a venture idea must pass through? (Article)

In the creative process people often face with the “creative blocks” that restrict people to be creative. What are the main sources of employee’s “creative blocks” in the organization?

What do values in an organization mean?

There are two kinds of technologies distinguished by Christensen (1997):

Which is not one of the five key company capabilities that lead to a competitive advantage?

Which one in these four roles that help to pursuit corporate entrepreneurship success cannot be listed as a Middle Management Role:

The decision to act entrepreneurially occurs as a result of interactions among organizational characteristics, individual characteristics and some kind of precipitating event, also known as triggers. Those can be grouped into five key ways. Which of the following aspects is not included?

What is a difference between corporate entrepreneurship and start-up entrepreneurship according to Morris, Kuratko and Covin (2011)?

What other use is there for the entrepreneurial grid besides applying it to organizations?

Which could be common limitations to the corporate entrepreneur?

The entrepreneurial organization is built around all of these major portfolios EXCEPT which one?