Ch2 Corporate Entrepreneurship

A  False

B  True

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

B  A constrained environment. A lack of venture capital

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

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

A  Trial-and-error

B  one point system

C  top management commitment

D  first things first

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  there is no difference between corporate thinking and entrepreneurial thinking

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

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

D  companies should not force the spirit of corporate entrepreneurship on people

A  possess a formalized hierarchy with clear roles and responsibilities

B  reward employees based on their responsibilities rather than their creativity

C  discourage multidisciplinary teams from working on new ventures

D  permit employees to make mistakes in order to assist learning

A  Generating ideas that top management would be interested in

B  Gaining the commitment of top management

C  Developing ways to get closer to customers

D  Establishing a strong support structure for corporate entrepreneurship

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  have a comprehensive understanding of the work environment

B  create a reward system that does not encourage risk taking

C  be primarily concerned about the ownership of resources required

D  not favor the use of a multidisciplined approach

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

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

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

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

B  discourage multidisciplinary teams from working on new ventures

C  develop only product champions and not sponsors

D  make easily accessible resources for experimentation

A  Opportunity parameters are set.

B  The spirit of corporate entrepreneurship is forced upon individuals.

C  Trial-and-error learning is discouraged.

D  The latest technology is utilized to help develop a firm’s ideas and products.

A  minimize the resources required to pursue an opportunity

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

C  be less concerned about the ownership of resources

D  make small initial investments in a potential opportunity

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

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

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

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

A  have few layers of bureaucracy between top management and customers

B  encourage the resources to constrain the firms’ strategic thinking

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

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

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  the amount of resources that are available to a firm

B  the opportunities that can only be pursued by using existing resources

C  the nature of resources that are available to a firm

D  the presence of opportunities for new entry 

A  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.

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

C  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.

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

A  immediately create a formalized hierarchy with clear roles and responsibilities

B  copy the ways that their competitors use to get closer to their customers

C  recognize ideas that top management is likely to be interested in

D  accept feedback and criticism from selected employees only

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

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

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  commit resources to the opportunity on a large scale

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

C  be concerned about the ownership of their resources

D  create structures that are typically inwardly focused

A  strategic orientation

B  growth orientation

C  control of resources

D  management structure

A  strategic orientation

B  corporate entrepreneurship

C  managerial entrepreneurship

D  Trial-and-error learning