Corporate Entrepreneurship

121 Questions | Total Attempts: 29

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Entrepreneurship Quizzes & Trivia

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 much you know about it and what it entails. All the best!


Questions and Answers
  • 1. 
    What is from the list below address to business model basic questions? (more than one answer is possible):
    • A. 

      A. What transport documentation templates we use?

    • B. 

      B. What is the market for product?

    • C. 

      C. What transport we use to deliver our product?

  • 2. 
    Which definitions among presented below you may refer to Strategic Entrepreneurship? (more than one answer is possible):
    • A. 

      A. For sure includes creation of a new business

    • B. 

      B. High degree of entrepreneurial intensity, which is adapted to pursuit completive advantage

    • C. 

      C. More refers to behavior and mindset, that to guidelines

  • 3. 
    Emergent investments can be described as:
    • A. 

      A. Investments in markets which are not important these days, but may become in a future

    • B. 

      B. Re-invention

    • C. 

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

  • 4. 
    What are the main indicators that a project got a venture status (Burgelman, 1983):
    • A. 

      A. Technical and marketing development has started

    • B. 

      B. The product has been fully commercialized

    • C. 

      C. The project has got general manager and its own budget

    • D. 

      D. The project is fully incorporated into corporation’s concept of strategy

  • 5. 
    What is the worst problem which might occur if the product is commercialized to not fully finished during Strategic forcing phase ((Burgelman, 1983)?
    • A. 

      A. The product doesn’t sell well

    • B. 

      B. Venture manager might get fired

    • C. 

      C. Company might lose a lot of money while fixing not properly working products

    • D. 

      D. The product might be not compatible with other company’s products

  • 6. 
    Which of the following is NOT part of the Resource orchestration process:
    • A. 

      A. Structuring

    • B. 

      B. Bundling

    • C. 

      C. Exploitation

    • D. 

      D. Value creation and appropriation

  • 7. 
    Which one of the following is NOT main output of the Strategic entrepreneurship process:
    • A. 

      A. Individual benefits

    • B. 

      B. Organizational benefits

    • C. 

      C. Societal benefits

    • D. 

      D. Governmental benefits

  • 8. 
    What kind of purpose does a NPO has?
    • A. 

      A. Social

    • B. 

      B. Charity

    • C. 

      C. Power

    • D. 

      D. Money

  • 9. 
    Which one of these characteristics in a NPO is similar to a profit oriented organization?
    • A. 

      A. Purpose

    • B. 

      B. Competition

    • C. 

      C. Life Time cycle

    • D. 

      D. Measuring Performance

  • 10. 
    Which is NOT a tip for entrepreneurship in the government?
    • A. 

      A. See opportunities instead of challenges

    • B. 

      B. Be proactive

    • C. 

      C. Leaders should encourage innovation

    • D. 

      D. Setting up guidelines

  • 11. 
    Which form of the strategic entrepreneurship has the highest frequency of the entrepreneurial event in general
    • A. 

      A. Strategic renewal

    • B. 

      B. Sustained regeneration

    • C. 

      C. Domain redefinition

    • D. 

      D. Organizational rejuvenation

    • E. 

      E. Business model reconstruction

  • 12. 
    Dell Inc. is moving forward with plans to begin selling PCs through solution providers, channel partners and retail partners, instead of sticking with the pure direct sales model championed by company founder Michael Dell. Which form of strategic entrepreneurship does Dell adapt?
    • A. 

      A. Strategic renewal

    • B. 

      B. Sustained regeneration

    • C. 

      C. Domain redefinition

    • D. 

      D. Organizational rejuvenation

    • E. 

      E. Business model reconstruction

  • 13. 
    Which is the corporate venture capital investment extending the corporation’s presence in product market or technological arenas regarded as strategic to corporation?
    • A. 

      Enabling investment

    • B. 

      Driving investment

    • C. 

      Emergent

    • D. 

      Passive

  • 14. 
    • A. 

      A. R&D

    • B. 

      B. Marketing

    • C. 

      C. Business Development

    • D. 

      D. All of the above

  • 15. 
    According to Burgelman, on which level is the main and most important motor for corporate entrepreneurship:
    • A. 

      A. Top executives – CEO level

    • B. 

      B. Senior executives – CFO and COO

    • C. 

      C. Operational managers – group leader level

    • D. 

      D. None of the above

  • 16. 
    What are the three types of corporate venturing? 1. Internal 2. External 3. Uncongested 4. Cooperative
    • A. 

      A. 1, 2 & 3

    • B. 

      B. 1,2 & 4

    • C. 

      C. 2,3 & 4

    • D. 

      D. 1,3 & 4

  • 17. 
    Why can the government be named “strategic entrepreneur”, according to the definition in Chapter 5?
    • A. 

      A. there are many government officials who want to raise the welfare level

    • B. 

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

    • C. 

      C. strategic entrepreneurship in government organizations raises their current account

    • D. 

      D. government policy provides good conditions to run business

  • 18. 
    Name the main mission (purposes) of the entrepreneurial government?
    • A. 

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

    • B. 

      B. to raise the welfare

    • C. 

      C. to develop partnership with business

    • D. 

      D. to enhance competitiveness

  • 19. 
    Choose the main motivation of the government to run a public entrepreneurship projects?
    • A. 

      A. to increase the level of public revenue

    • B. 

      B. to make competitive advantages with the private companies

    • C. 

      C. improving the welfare of the population in the country

    • D. 

      D. improving the government position among the population in the country

  • 20. 
    Which one does NOT belongs to the specific reasons of Leveraging motives
    • A. 

      A. to exploit underutilized resources

    • B. 

      B. to extract further value from existing resources

    • C. 

      C. to develop new competencies

    • D. 

      D. to divest noncore activities

  • 21. 
    Choose the examples of the public entrepreneurship?
    1. The organization which give free food for poor people
    2. Madonna is looking to adopt a child from 3rd world country
    3. Australian Red Cross
    4. Free parking places for people who are under 65 years old
    • A. 

      A. 1&3

    • B. 

      B. 1&4

    • C. 

      C. 2&3

    • D. 

      D. 1,2 & 3

  • 22. 
    There are many conflicting findings about characteristics associated with an entrepreneurial individual. However, consensus has been achieved on 6 characteristics. What are they?
    • 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

    • B. 

      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. 

      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

  • 23. 
    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. 

      A. Employer, fellow employees, other people

    • B. 

      B. Individual itself, government, competitors

    • C. 

      C. Individual itself, fellow employees, workplace

  • 24. 
    • A. 

      A. Recruitment/selection, job planning/design, compensation/rewards

    • B. 

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

    • C. 

      C. Job planning/design, training/development

  • 25. 
    Which HRM (Human Resource Management) practices are more associated with entrepreneurial orientation (Based on Morris & Jones (1995))?
    • A. 

      A. Performance appraisal and training/development

    • B. 

      B. Job planning/design and performance appraisal

    • C. 

      C. Performance appraisal and compensation/rewards

    • D. 

      D. Compensation/rewards and recruitment/selection

  • 26. 
    Which option below is not relevant to HRM (Human Resource Management) entrepreneurial practice of job planning/design?
    • A. 

      A. Broadly defined, with more decision making direction

    • B. 

      B. Long-term orientation in planning and job design

    • C. 

      C. Detailed and overlapping policies and procedures

    • D. 

      D. Less structured

  • 27. 
    • A. 

      A. Emphasize success rather than failure

    • B. 

      B. Timing in rewarding an achievement is not crucial

    • C. 

      C. Provide recognition in a personal and honest manner

    • D. 

      D. Tailor the recognition and reward to the unique needs of the people involved

  • 28. 
    Organizational culture involves different components. What are the main components of the organizational culture?
    • A. 

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

    • B. 

      B. Myths, stories, rituals, vocabulary, methodology

    • C. 

      C. Rules of conduct, methodology

  • 29. 
    What do values in an organization mean?
    • A. 

      A. The perception of how things actually get accomplished in the company

    • B. 

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

    • C. 

      C. Accepted norms and rules in the company

    • D. 

      D. The things that are set in the company and must be accomplished by employees

  • 30. 
    • A. 

      A. Emotional aspect, individualism, static

    • B. 

      B. Clarity, dynamic, collectivism

    • C. 

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

    • D. 

      D. Identity, individualism, ambiguity

  • 31. 
    Entrepreneurial companies recognize the concept of failure that states:
    • A. 

      A. Company can be successful only when there are no failures

    • B. 

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

    • C. 

      C. Company should punish everybody who has made the mistake

  • 32. 
    Which dimensions are critical to the Entrepreneurial Orientation concept according to Dess and Lumpkin (2005)?
    • A. 

      A. Competitive aggressiveness and autonomy

    • B. 

      B. Autonomy and risk-taking

    • C. 

      C. Risk-taking and innovativeness

    • D. 

      D. Innovativeness and competitive aggressiveness

  • 33. 
    What was Sony’s successful Corporate Entrepreneurship strategy, mentioned In the article of Dess & Lumpkin (2005)?
    • A. 

      A. Competitive aggressiveness and autonomy

    • B. 

      B. Autonomy and risk-taking

    • C. 

      C. Risk-taking and innovativeness

    • D. 

      D. Innovativeness and competitive aggressiveness

  • 34. 
    Morris, Kuratko and Covin (2011) describe in their book the entrepreneurial process. What is the first step in the entrepreneurial process? 
    • A. 

      A. Identifying the opportunity

    • B. 

      B. Defining the business concept

    • C. 

      C. Assessing the resource requirements

    • D. 

      D. Acquiring the necessary resources

  • 35. 
    What is a difference between corporate entrepreneurship and start-up entrepreneurship according to Morris, Kuratko and Covin (2011)? 
    • A. 

      A. Corporate entrepreneurship is more about opportunity recognition and definition than start-up entrepreneurship

    • B. 

      B. Start-up entrepreneurship requires a harvesting strategy and corporate entrepreneurship not

    • C. 

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

    • D. 

      D. Start-up entrepreneurship is often driven by an individual champion and corporate entrepreneurship not

  • 36. 
    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. 

      A. The organizational politics in my company

    • B. 

      B. The potential to operate on a fairly significant scope and scale fairly quickly

    • C. 

      C. The security I enjoy when working operating in an existing company

    • D. 

      D. The resource base I can tap into

  • 37. 
    What is not a characteristic of how organization performance is measured in the ‘Corporate Entrepreneurship’- model of Morris, Kuratko and Covin (2011)?
    • A. 

      A. Efficiency

    • B. 

      B. Rewards

    • C. 

      C. Effectiveness

    • D. 

      D. Stakeholder satisfaction

  • 38. 
    Choose the right sentence:
    • A. 

      A. External changes influence internal operation

    • B. 

      B. Internal changes influence external turbulence

    • C. 

      C. External environment is not causing internal turbulences

    • D. 

      D. Internal operation cause external change

  • 39. 
    Remaining competitive is very different from achieving sustainable competitive advantage:
    • A. 

      A. Right

    • B. 

      B. Wrong

  • 40. 
    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. 

      A. Virgin

    • B. 

      B. Mc Donald’s

    • C. 

      C. Apple

    • D. 

      D. H&M

  • 41. 
    According to Morris, Kuratko and Covin (2011), which of the following is not part of the 3 dimensions of Corporate Entrepreneurship?
    • A. 

      A. Proactiveness

    • B. 

      B. Internationalisation

    • C. 

      C. Innovativeness

    • D. 

      D. Risk-taking

  • 42. 
    Below are the powerful forces shaping the new landscape according to Hitt and Reed (2000), Bettis and Hitt (1995), except:
    • A. 

      A. Change

    • B. 

      B. Complexity

    • C. 

      C. Competition

    • D. 

      D. Chaos

    • E. 

      E. Contradiction

  • 43. 
    There are two kinds of technologies distinguished by Christensen (1997):
    • A. 

      A) Evolutionary and Revolutionary

    • B. 

      B) Sustaining and Disruptive

    • C. 

      C) Short-term and Long-term

    • D. 

      D) Incremental and Radical

    • E. 

      E) Improvement and Breakthrough

  • 44. 
    “Entrepreneurship as the basis upon which the organization conceptualized and resources are allocated” is one way to create:
    • A. 

      A) Adamant dominant logic

    • B. 

      B) Rigid dominant logic

    • C. 

      C) Organic dominant logic

    • D. 

      D) Dynamic dominant logic

  • 45. 
    There are two dominant approaches of innovation processes. Those are …
    • A. 

      A) Supply side and demand side

    • B. 

      B) Technology-push and market-pull

    • C. 

      C) Innovation-led and invention-driven

    • D. 

      D) Creativity-based and serendipity-based

  • 46. 
    Blue ocean strategy is achieved only when the whole system of a company’s... ...activities is properly aligned (Kim & Mauborgne, 2004).
    • A. 

      Value

    • B. 

      Price

    • C. 

      Cost

    • D. 

      Utility

  • 47. 
    Kim and Mauborgne (2004) say that a ‘blue ocean’ is created when the company’s actions favorably affect both its cost structure and its value proposition to buyers. What are these actions?
    • A. 

      A) Reduce

    • B. 

      B) Raise

    • C. 

      C) Eliminate

    • D. 

      D) Structuring

    • E. 

      E) Innovate

    • F. 

      F) Create

  • 48. 
    The ‘empowerment as entitlement’ is a core rigidity within one of the following four dimensions (Leonard-Barton, 1992). Which is that dimension?
    • A. 

      A) Skills and knowledge dimension

    • B. 

      B) Values dimension

    • C. 

      C) Technical systems dimension

    • D. 

      D) Management systems dimension

  • 49. 
    Which organizational structure, according to Miller (1986, 1996), that is characterized by high level of informality, coordination of task accomplished by direct supervision, and all strategies determined at the top?
    • A. 

      A) Simple structure

    • B. 

      B) Organic

    • C. 

      C) Divisional

    • D. 

      D) Machine bureaucracy

  • 50. 
    In a benign or controllable external environment, what kind of management style and organizational structure is appropriate and effective? (Slevin and Covin, 1990)
    • A. 

      A) Entrepreneurial and organic

    • B. 

      B) Entrepreneurial and mechanistic

    • C. 

      C) Conservative and organic

    • D. 

      D) Conservative and mechanistic

  • 51. 
    The Entrepreneurial Project Development Framework provides three different internal channels or structural mechanisms listed below, except:
    • A. 

      A) “Mainstream development” projects

    • B. 

      B) “Major expansion” projects

    • C. 

      C) “Emerging potential” projects

    • D. 

      D) “Ray of light” projects

  • 52. 
    Comparing the key roles of managers and entrepreneurs, which of the below mentioned key roles does not represent the manager? (Chapter 1)
    • A. 

      A. Motivator

    • B. 

      A. Motivator

    • C. 

      C. Opportunity Seeker

    • D. 

      D. Coordinator

  • 53. 
    Which is not one of the five key company capabilities that lead to a competitive advantage? 
    • A. 

      A. Speed

    • B. 

      B. Flexibility

    • C. 

      C. Coordination

    • D. 

      D. Aggressiveness

  • 54. 
    Which of the following does not represent start-up entrepreneurship, but corporate entrepreneurship? (Chapter 2)
    • A. 

      A. Job security

    • B. 

      B. One misstep can mean failure

    • C. 

      C. Entrepreneur takes the risk

    • D. 

      D. Few people to talk to

  • 55. 
    • A. 

      A. Commitment, risk taking & proactiveness

    • B. 

      B. Innovativeness, process control & proactiveness

    • C. 

      C. Innovativeness risk taking & reactiveness

    • D. 

      D. Innovativeness, risk taking & proactiveness

  • 56. 
    The need for political skills is tied to three major challenges. Which one is not one of them? 
    • A. 

      A. Achieving credibility or legitimacy for the concept and the entrepreneurial team

    • B. 

      B. Overcoming inertia and resistance

    • C. 

      C. Keeping up with innovations

    • D. 

      D. Obtaining resources

  • 57. 
    What kind of innovation is referred to as a “dramatic improvement over the existing state-of-the-art solution? (Chapter 3)
    • A. 

      A. Dynamically Continuous Innovation

    • B. 

      B. Continuous Innovation

    • C. 

      C. Discontinuous Innovation

    • D. 

      D. Imitation

  • 58. 
    • A. 

      A. Firm Philosophy

    • B. 

      B. External Environment

    • C. 

      C. Individuals

    • D. 

      D. Internal Environment

  • 59. 
    What can be referred to as the “extent to which events are innovative, risky and proactive?” 
    • A. 

      A. Frequency of Entrepreneurship

    • B. 

      B. Degree of Entrepreneurship

    • C. 

      C. Level of Entrepreneurship

    • D. 

      D. Intensity of Entrepreneurship

  • 60. 
    What is referred to as “the strategy-making practices that businesses use to identify and launch corporate ventures”? (Article)
    • A. 

      A. Entrepreneurial Assimilation

    • B. 

      B. Entrepreneurial Positioning

    • C. 

      C. Entrepreneurial Orientation

    • D. 

      D. Entrepreneurial Adaption

  • 61. 
    • A. 

      A. Project precision & Momentum

    • B. 

      B. Project definition & Impetus

    • C. 

      C. Project definition & Momentum

    • D. 

      D. Project precision & Impetus

  • 62. 
    The new landscape is characterized by the following four forces:
    • A. 

      A. Change confusion, chaos and complication

    • B. 

      B. Change, complexity, chaos and contradiction

    • C. 

      C. Change, confusion, chaos and contradiction

    • D. 

      D. Change, complexity, chaos and complication

  • 63. 
    Which of the following statements concerning the Key Strategic Concepts is NOT correct:
    • A. 

      A. The willingness to rethink continuously and to make adjustments to the firm’s strategies, action plans, and resource allocations is known as strategic positioning.

    • B. 

      B. Innovation is the key to develop and successfully exploit competitive advantages.

    • C. 

      C. The concept of strategic leverage implies that corporate entrepreneurs are not constrained by the resources they currently control or have at their disposal.

    • D. 

      D. Strategic flexibility and adaptation is concerned with how the firm wants to be perceived in the market.

  • 64. 
    The Blue Ocean Strategy implies to…:
    • A. 

      A. Create uncontested market space, break the value/cost trade-off, make the competition irrelevant.

    • B. 

      B. Create uncontested market space, break the value/cost trade-off, beat the competition.

    • C. 

      C. Create uncontested market space, make the value/cost trade-off, create and capture new demand.

    • D. 

      D. Create uncontested market space, make the value/cost trade-off, make the competition irrelevant

  • 65. 
    The foremost limitation of the market-pull approach is:
    • A. 

      A. The assumption that customers know their needs.

    • B. 

      B. The assumption that the company knows the customers’ needs.

    • C. 

      C. The assumption that the customers do not know their current needs.

    • D. 

      D. The assumption that the company knows the market potential.

  • 66. 
    • A. 

      A. Specialization, shape, distribution of power, and departmentalization.

    • B. 

      B. Non-specialized, shape, centralization of power, and departmentalization.

    • C. 

      C. Specialization, shape, distribution of products, and departmentalization.

    • D. 

      D. Non-specialized, shape, distribution of power, and officementalization.

  • 67. 
    1. Which Structure is described as followed (according to Miller): Limited hierarchy and highly flexible and innovative structure. Extensive personal interaction. Power is decentralized and authority is linked to expertise:
    • A. 

      A. Simple Structure.

    • B. 

      B. Machine Bureaucracy.

    • C. 

      C. Organic/Adhocracy.

    • D. 

      D. Divisionalized structure.

  • 68. 
    Tom Peter suggests…
    • A. 

      A. … complete employee ownership of the corporation

    • B. 

      B. … only using facilities of five stories or more

    • C. 

      C. … not taking customer focus to seriously

    • D. 

      D. … promoting rabble rousers to prominent positions

  • 69. 
    Which element does the concept of Cycling NOT involve?
    • A. 

      A. Effective entrepreneurial

    • B. 

      B. Unstructured unadventurous

    • C. 

      C. Conservative hesitant

  • 70. 
    Which one is NOT a dimension of knowledge set that distinguishes and provides a competitive advantage according to Leonard-Barton (1992)? 
    • A. 

      A. Employee knowledge and skills

    • B. 

      B. Technical systems

    • C. 

      C. Managerial systems

    • D. 

      D. The beliefs and rules

  • 71. 
    Covin and Miles hypothesized that firms that embrace entrepreneurship as core to their strategies will…
    • A. 

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

    • B. 

      B. Lose sight of their core business and therefore perform less than those that do not in the long run.

    • C. 

      C. Perform equally as those that do not in the long run.

    • D. 

      D. Failed to prove any connection.

  • 72. 
    Thinking of a new product or service is an example of…
    • A. 

      A. Relationship Creativity

    • B. 

      B. Event Creativity

    • C. 

      C. Idea Creativity

    • D. 

      D. Inner Creativity

  • 73. 
    According to Amabile and Mueller (2008), which of the suggestions below is NOT one of the 3 components of successful creativity in organizations?
    • A. 

      A. Motivation

    • B. 

      B. Authority

    • C. 

      C. Creative Thinking Skills

    • D. 

      D. Expertise

  • 74. 
    Regarding the Corporate Entrepreneurial Framework, which of the following statements is TRUE?
    • A. 

      A. “Dreaming” refers to the conceptualization of ideas.

    • B. 

      B. “Doing” refers to the conceptualization of ideas.

    • C. 

      C. A successful Corporate Entrepreneur does not combine “dreaming” and “doing”.

    • D. 

      D. The “Doer” has a strong tendency towards visionary thinking.

  • 75. 
    Which of the following is NOT an example of an internal challenge for HRM?
    • A. 

      A. Job Analysis

    • B. 

      B. HR planning

    • C. 

      C. Employee recruitment

    • D. 

      D. Union pressure

  • 76. 
    When one is creating an entrepreneurial work environment one should apply correctly:
    • A. 

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

    • B. 

      B. Cycle time management, Monetary effectiveness, Government overview, Scarce resources

    • C. 

      C. Emphasis on personal gain, Commitment to individuals, Interpersonal stress, Self-confidence, Authority

    • D. 

      D. Greater emotional dependence, Tendency towards group thinking, Effort and responsibility

  • 77. 
    According to the model of Motivation for Entrepreneurial Behavior, “Individual motivation” to be entrepreneurial on the job is a function of three elements. Which of the following elements is NOT part of the model?
    • A. 

      A. Effort spent on entrepreneurial activities

    • B. 

      B. Successful performance evaluation

    • C. 

      C. Change

    • D. 

      D. Reward

  • 78. 
    What 3 types of entrepreneurial activity failures can we distinguish?
    • A. 

      A. Organizational, communicational and personal failure

    • B. 

      B. Psychological, anticipating and personal failure

    • C. 

      C. Moral, uncontrollable and personal failure

    • D. 

      D. Specialized, uncontrollable and encouraged failure

  • 79. 
    Which of the following is a positive aspect of a purely collective corporate culture?
    • A. 

      A. Employee develops stronger self-concept and has more self-confidence

    • B. 

      B. Individuals treated as equals

    • C. 

      C. Stronger sense of personal responsibility for performance outcomes

    • D. 

      D. Linkage between personal effort and rewards create greater sense of equity

  • 80. 
    Which one of these is NOT one of the four general cultural prototypes?
    • A. 

      A. The Tough Guy/Macho Culture

    • B. 

      B. The Bet-the-Company Culture

    • C. 

      C. The Process Culture

    • D. 

      D. The Bureaucratic Culture

  • 81. 
    • A. 

      A) Product/ Place/ Price/ Promotion

    • B. 

      B) Introduction/ Growth/ Maturity/ Decline

    • C. 

      C) Plan/ Do/ Check/ Act

    • D. 

      D) Setting the Stage/ Creating the Frame/ Managing the Mood/ Reinforcing good Habits

  • 82. 
    According to Morris et.al. (2011), which of the following is the responsibility of Senior Managers?
    • A. 

      A. Championing innovative ideas

    • B. 

      B. Facilitating information

    • C. 

      C. Place "pro-entrepreneurship" organizational architectures

    • D. 

      D. Autonomous actors

    • E. 

      E. C & D

  • 83. 
    Which of the following is false considering the Entrepreneurial imperatives of strategic leadership discussed in Covin & Slevin (2002) ?
    • A. 

      A. Nourish an entrepreneurial capability

    • B. 

      B. Conform the dominant logic

    • C. 

      C. Protect disruptive innovations

  • 84. 
    According to Brikinshaw, J. & Gibson, C. (2004), what is ambidexterity in a company success?
    • A. 

      A. only adaptability

    • B. 

      B. only alignment

    • C. 

      C. either adaptability or alignment

    • D. 

      D. both adaptability and alignment

  • 85. 
    According to Brikinshaw, J. & Gibson, C. (2004), what kinds of behavior individuals have in ambidextrous organization?
    • A. 

      A. initiative

    • B. 

      B. cooperation

    • C. 

      C. brokering skill

    • D. 

      D. multi-tasking abilities

  • 86. 
    According to Morris et. al.(2011), related to the concept of balance, which characteristics below are not include within company control system?
    • A. 

      A. Management flexibility/inflexibility

    • B. 

      B. Profit tightness/ looseness

    • C. 

      C. Administrative formality/informality

    • D. 

      D. Budgeting tightness/ looseness

  • 87. 
    According to Morris et. al.(2011), some model already developed in term of entrepreneurial control system, what is the model that used to as an approach that attempt to change the link between the employee and the company?
    • A. 

      A. Slack concept

    • B. 

      B. Looseness and tightness model

    • C. 

      C. Open Book Management

    • D. 

      D. Profit Pool Model

  • 88. 
    According to Cohen (2002), which of the following is/are required for successful practices of corporate entrepreneurship?
    • A. 

      A. Opportunity recognition & pursuit

    • B. 

      B. Setting exploitation strategy

    • C. 

      C. Obtaining key stakeholders support

    • D. 

      D. All

  • 89. 
    According to Morris et. al.(2011), which the following is not part of Principles of the Open Book Management?
    • A. 

      A. employee has access to company financials

    • B. 

      B. People are empowered to make decision in their job

    • C. 

      C. the company teach the basic of business to everyone

    • D. 

      D. Employee develop core capabilities of company

  • 90. 
    According to Morris et. al.(2011), what are the content of useful framework in capturing virtually the constraints on entrepreneurial Performance ?
    • A. 

      A. culture, strategy, employees, Structure

    • B. 

      B. Strategic Direction, culture, People, systems, structure, policies

    • C. 

      C. Organization strategy, Control system, Strategic Leadership, culture

    • D. 

      D. all

  • 91. 
    According to Morris et. al.(2011), why managers involved in entrepreneurial activity might act in an unethical manner? 
    • A. 

      A. a culture condition

    • B. 

      B. mislead top management

    • C. 

      C. None

  • 92. 
    Which one in these four roles that help to pursuit corporate entrepreneurship success cannot be listed as a Middle Management Role:
    • A. 

      A) Championing.

    • B. 

      B) Implementing.

    • C. 

      C) Facilitating.

    • D. 

      D) Ratifying.

  • 93. 
    Control system can be defined as:
    • A. 

      A) A combination of measures, tools and information that act together to maintain actual performance close to desired performance.

    • B. 

      B) An approach that attempts to change the link between the employee and the company.

    • C. 

      C) The extent to which the organization relies upon explicit mechanisms in guiding resource allocation and employee behavior.

    • D. 

      D) All of the above.

  • 94. 
    What could be examples of political tactics?
    • A. 

      A) Educational, outsourcing, rule-oriented, personal-political.

    • B. 

      B) Rule-oriented, educational, seed capital, personal-political.

    • C. 

      C) Rule-oriented, educational, rule-evading, personal-political.

    • D. 

      D) Rule-oriented, personal-political, educational, financial credibility.

  • 95. 
    • A. 

      A) Country club, high performance, burnout, and low performance contexts.

    • B. 

      B) Burnout, low performance, average performance, and high performance contexts.

    • C. 

      C) City-wide, countryside, high performance, and low performance contexts.

    • D. 

      D) None of the above.

  • 96. 
    Which criteria is not critical for top-level managers to create an entrepreneurial organization?
    • A. 

      A) Right personnel.

    • B. 

      B) Compelling vision.

    • C. 

      C) Re-examination of company’s strategy.

    • D. 

      D) Pro-entrepreneurial architecture.

  • 97. 
    The following can be applied to the concept of “slack”:
    • A. 

      A) The degree of looseness in resource availability.

    • B. 

      B) Give up control to gain control.

    • C. 

      C) Budgeting balance.

    • D. 

      D) The degree of looseness in resource availability and budgeting balance.

  • 98. 
    • A. 

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

    • B. 

      B) Energy-shared enthusiasm, time, acquisitions, legitimacy.

    • C. 

      C) Seed capital, time, good workforce members, sponsorships.

    • D. 

      D) Time, financial credibility, seed capital, human resource management.

  • 99. 
    The major problematic issues of control initiatives are the following:
    • A. 

      A) Stress conformity, inflexibility, formal rules, emphasis on feedback.

    • B. 

      B) Trust, slowness, means-end, efficiency-effectiveness.

    • C. 

      C) Objectives, production schedules, budgets, efficiency measures.

    • D. 

      D) None of the above.

  • 100. 
    Contextual ambidexterity, when contrasted to structural ambidexterity, can be defined as: 
    • A. 

      A) A form of ambidexterity that gives employees an opportunity to choose between adaptation-oriented and alignment-oriented activities performed every day.

    • B. 

      B) A type of ambidexterity that provides a high degree of flexibility to the organization’s systems and structures.

    • C. 

      C) Despite the fact that both structural and contextual ambidexterity differ significantly, both of them must be seen as complementary.

    • D. 

      D) All of the above can be applicable to the concept.

  • 101. 
    • A. 

      A) Endorse, Shepherd, Acquire, Refine, Identify, Employ.

    • B. 

      B) Endorse, Refine, Shepherd, Identify, Acquire, Deploy.

    • C. 

      C) Endorse, Refine, Shepherd, Innovate, Acquire, Deploy.

    • D. 

      D) Endorse, Refine, Shepherd, Identify, Employ, Innovate.

  • 102. 
    What is the Entrepreneurial Health Audit used for?
    • A. 

      A. Measure companies entrepreneurship?

    • B. 

      B. Measure individuals entrepreneurship?

    • C. 

      C. Measure the end results?

  • 103. 
    Why should companies establish a corporate venture plan?
    • A. 

      A. To determine the cost of the project

    • B. 

      B. Conveying the essential components of a project or venture

    • C. 

      C. To determine the steps of the process

  • 104. 
    At which level(s) can the Entrepreneurial Health Audit be applied?
    • A. 

      A. Strategic level

    • B. 

      B. Individual level

    • C. 

      C. Organizational level

    • D. 

      D. B and C

  • 105. 
    A corporate venture plan is sometimes referred to as a:
    • A. 

      A. Marketing plan

    • B. 

      B. Business plan

    • C. 

      C. Action plan

    • D. 

      D. None of the above

  • 106. 
    According to Leifer et al. (200), what are the top managerial concerns in large, established organizations?
    • A. 

      A. Technology

    • B. 

      B. Cooperation

    • C. 

      C. Innovation

    • D. 

      D. Strategy

  • 107. 
    The entrepreneurial organization is built around all of these major portfolios EXCEPT which one?
    • A. 

      A. Portfolio of competencies

    • B. 

      B. Portfolio of networks

    • C. 

      C. Portfolio of innovation

    • D. 

      D. Portfolio of ventures

  • 108. 
    According to Kets de Vries (1985), which of the following is one of the negative effects that can permeate the personality of entrepreneurs and dominate their behavior? 
    • A. 

      A. The confrontation with risk

    • B. 

      B. Entrepreneurial stress

    • C. 

      C. The entrepreneurial ego

    • D. 

      D. All of the above

  • 109. 
    Which of these factors does not belong to the ways of building an adaptive firm according to Kuratko (2009a)?
    • A. 

      A. Share the entrepreneurial vision

    • B. 

      B. Increase the perception of opportunity

    • C. 

      C. Build a flexible team structure

    • D. 

      D. Institutionalize change as the organization’s goal

  • 110. 
    Which one of these options is not included in the disciplines of Discovery Driven Planning?
    • A. 

      A. Developing a business plan

    • B. 

      B. Framing

    • C. 

      C. Benchmarking

    • D. 

      D. Strategic translation

  • 111. 
    Organizational learning is referred to as:
    • A. 

      A. The acquisition of new knowledge by employees

    • B. 

      B. The unlearning of old routines

    • C. 

      C. The replacing of old knowledge with new routines

    • D. 

      D. All of the above

  • 112. 
    It is important to measure a company’s entrepreneurial performance because management…
    • A. 

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

    • B. 

      (b) Can satisfy stakeholder’s expectations.

    • C. 

      (c) Can justify the need for rapid innovation.

  • 113. 
    When measuring entrepreneurial performance at organizational level one useful assessment tool is the so-called Entrepreneurial Health Audit, which comprises three steps. Which of the following steps is not included? 
    • A. 

      A. Assessing the firm´s Entrepreneurial Intensity

    • B. 

      B. Setting innovation objectives

    • C. 

      C. Create an organization-wide understanding of the CE/Innovation process

  • 114. 
    There are three stage-gates in the process for innovation projects. Two of these are: the definition stage and the commercialization stage. What is the third stage?  
    • A. 

      (a) Planning stage

    • B. 

      (b) Testing stage

    • C. 

      (c) Production stage

  • 115. 
    When we speak of ambidexterity in a company, it means that:
    • A. 

      (a) The company combines its customers in both B2C and B2B

    • B. 

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

    • C. 

      (c) The company combines a strategy for the long term and short term

  • 116. 
    Out of the four documents used in discovery-driven planning which of the following is NOT included? 
    • A. 

      A) Key assumptions check list

    • B. 

      B) Pro forma operation specs

    • C. 

      C) Reverse cash flow statement

  • 117. 
    There are eight principles representing a foundation around which the corporate entrepreneur can design his or her personal model, which of the following is not included:  
    • A. 

      (a) Solidify a relationship with a sponsor

    • B. 

      (b) Tend to be overconfident

    • C. 

      (c) Become a guerrilla

  • 118. 
    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. 

      (a) Is the entrepreneurial event triggered by internal or external developments?

    • B. 

      (b) Is entrepreneurship a response to an opportunity or a threat?

    • C. 

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

  • 119. 
    There are three levels of learning effort that organizations can implement to gain the most benefit from each entrepreneurial project, which one is level 1: 
    • A. 

      (a) Key project and senior management people hold one or more meetings to discuss the progress of the project.

    • B. 

      (b) The company conducts a full-fledged, in-depth study of the entrepreneurial experience, which will probably require the participation of people from outside the firm to obtain objectivity as well as expertise.

    • C. 

      (c) The project champion writes a report about the experience, including a statement of the most important things learned and recommendations for the future designed to help the firm’s overall entrepreneurial effort.

  • 120. 
    According to McGrath and MacMillan, in order to maintain the “entrepreneurial mindset”, the manager must assume certain ongoing responsibilities. The first responsibility involves…
    • A. 

      (a) absorb the uncertainty

    • B. 

      (b) frame the challenge

    • C. 

      (c) define gravity

  • 121. 
    “The ability of a firm to recognize the value of new, external information, assimilate it, and apply it to commercial ends” defines the concept of 
    • A. 

      (a) Path dependency

    • B. 

      (b) Absorptive capacity

    • C. 

      (c) Discovery-driven planning