A.   managerial entrepreneurship

B.   Trial-and-error learning

C.   strategic orientation

D.   corporate entrepreneurship

A.   growth orientation

B.   control of resources

C.   strategic orientation

D.   management structure

A.   focus on how they can minimize the resources they require to pursue the opportunity

B.   be concerned about the ownership of their resources

C.   create structures that are typically inwardly focused

D.   commit resources to the opportunity on a large scale

A.   They have a structure well suited for the internal efficiencies of allocating controlled resources.

B.   They gain and communicate more information from the external environment than do traditionally managed firms.

C.   They are more concerned about the ownership of resources than are traditionally managed firms.

D.   They have a formalized hierarchy with clear roles and responsibilities and highly routinized work.

A.   immediately create a formalized hierarchy with clear roles and responsibilities

B.   recognize ideas that top management is likely to be interested in

C.   accept feedback and criticism from selected employees only

D.   copy the ways that their competitors use to get closer to their customers

A.   It is the only method of stimulating individuals in a company who think that something can be done differently. It is not strongly reflected in top management orientations in organizations.

B.   Hypercompetition has led to an increased amount of corporate entrepreneurship. It is most strongly reflected in entrepreneurial activities in organizations.

C.   Hypercompetition has led to an increased amount of corporate entrepreneurship. It is not strongly reflected in top management orientations in organizations.

D.   It is the only method of stimulating individuals in a company who think that something can be done differently. It is most strongly reflected in entrepreneurial activities in organizations.

A.   the opportunities that can only be pursued by using existing resources

B.   the nature of resources that are available to a firm

C.   the presence of opportunities for new entry 

D.   the amount of resources that are available to a firm

A.   entrepreneurially managed firms are able to change direction rapidly as new information about an opportunity or an environment is revealed

B.   entrepreneurially managed firms are more likely to have a structure well suited for the internal efficiencies of allocating controlled resources

C.   traditionally managed firms are more concerned about minimizing the resources required to pursue an opportunity

D.   traditionally managed firms are more structured to make use of both their external networks and internal networks

A.   pursue an available opportunity based on the amount of resources they own

B.   have few layers of bureaucracy between top management and customers

C.   focus on the ownership of resources and having access to others' resources

D.   encourage the resources to constrain the firms' strategic thinking

A.   Leaders must primarily focus on the ownership of resources required to pursue the venture.

B.   The venture should be established without the help of any top managers of the parent organization.

C.   The venture must not reward employees based on risks and trial-and-error learning.

D.   Leaders must take care to develop a set of expectations and target results for the venture.

A.   make small initial investments in a potential opportunity

B.   desire to grow at a pace that is stable and manageable

C.   be less concerned about the ownership of resources

D.   minimize the resources required to pursue an opportunity

A.   The spirit of corporate entrepreneurship is forced upon individuals.

B.   The latest technology is utilized to help develop a firm's ideas and products.

C.   Opportunity parameters are set.

D.   Trial-and-error learning is discouraged.

A.   worry about the ownership status of resources required to pursue an opportunity

B.   develop only product champions and not sponsors

C.   discourage multidisciplinary teams from working on new ventures

D.   make easily accessible resources for experimentation

A.   Trial-and-error learning methods are not encouraged. Creativity, risk taking, boldness, and even failure is appropriately rewarded.

B.   Creativity, risk taking, boldness, and even failure is appropriately rewarded. Firms must have a patient approach to the investment of money in the environment.

C.   Firms must have a patient approach to the investment of money in the environment. The spirit of corporate entrepreneurship must be forced upon individuals.

D.   Trial-and-error learning methods are not encouraged. The spirit of corporate entrepreneurship must be forced upon individuals.

A.   create a reward system that does not encourage risk taking

B.   be primarily concerned about the ownership of resources required

C.   not favor the use of a multidisciplined approach

D.   have a comprehensive understanding of the work environment

A.   the firm is likely to want to grow at a rapid pace

B.   the firm is most likely to have a very large initial investment in an opportunity

C.   the firm is more likely to be concerned about ownership of resources than a traditionally managed firm

D.   resources constrain the strategic thinking of the firm

A.   Establishing a strong support structure for corporate entrepreneurship

B.   Developing ways to get closer to customers

C.   Generating ideas that top management would be interested in

D.   Gaining the commitment of top management

A.   discourage multidisciplinary teams from working on new ventures

B.   reward employees based on their responsibilities rather than their creativity

C.   permit employees to make mistakes in order to assist learning

D.   possess a formalized hierarchy with clear roles and responsibilities

A.   a corporate environment need not establish a long time horizon for evaluating the success of the overall program

B.   companies should not force the spirit of corporate entrepreneurship on people

C.   there is no difference between corporate thinking and entrepreneurial thinking

D.   new ventures do not need to use the industry's latest cutting-edge technology

A.   They must create a formalized hierarchy with clear roles and responsibilities and highly routinized work. They should not use open discussions to create something new.

B.   They must create a formalized hierarchy with clear roles and responsibilities and highly routinized work. They must possess a visionary outlook.

C.   They should be able to adapt to different situations and develop management options. They should not use open discussions to create something new.

D.   They must possess a visionary outlook. They should be able to adapt to different situations and develop management options.

A.   one point system

B.   Trial-and-error

C.   first things first

D.   top management commitment

A.   Distribution of responsibilities to existing employees. A lack of freedom to make autonomous decisions

B.   A constrained environment. A lack of venture capital

C.   Distribution of responsibilities to existing employees. A lack of venture capital

D.   A lack of freedom to make autonomous decisions. A constrained environment

A.   True

B.   False