A.   corporate entrepreneurship

B.   strategic orientation

C.   managerial entrepreneurship

D.   Trial-and-error learning

A.   strategic orientation

B.   growth orientation

C.   management structure

D.   control of resources

A.   create structures that are typically inwardly focused

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

C.   commit resources to the opportunity on a large scale

D.   be concerned about the ownership of their resources

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

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

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

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

A.   accept feedback and criticism from selected employees only

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

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

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

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.   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.

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

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

A.   the presence of opportunities for new entry 

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

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

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

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

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

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

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

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

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

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

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

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

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

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

B.   minimize the resources required to pursue an opportunity

C.   be less concerned about the ownership of resources

D.   make small initial investments in a potential opportunity

A.   Opportunity parameters are set.

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

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

D.   Trial-and-error learning is discouraged.

A.   discourage multidisciplinary teams from working on new ventures

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

C.   make easily accessible resources for experimentation

D.   develop only product champions and not sponsors

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

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

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

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

A.   be primarily concerned about the ownership of resources required

B.   have a comprehensive understanding of the work environment

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

D.   not favor the use of a multidisciplined approach

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

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

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

D.   resources constrain the strategic thinking of the firm

A.   Developing ways to get closer to customers

B.   Gaining the commitment of top management

C.   Establishing a strong support structure for corporate entrepreneurship

D.   Generating ideas that top management would be interested in

A.   discourage multidisciplinary teams from working on new ventures

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

C.   possess a formalized hierarchy with clear roles and responsibilities

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

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

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

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

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

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

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

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

D.   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.

A.   first things first

B.   one point system

C.   top management commitment

D.   Trial-and-error

A.   A constrained environment. A lack of venture capital

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

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

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

A.   True

B.   False