multiple choice question strategic entrepreneurship

DWI

1. According to Kim and Mauborgne (2004) the most important feature of blue ocean strategy

is that it rejects the fundamental tenet of conventional strategy. How does the trade off

exist for company that implements blue ocean strategy?

a. Companies can either create reasonable value for customers at a higher cost or create

greater value at a lower cost.

b. Companies can either create greater value for customers at a higher cost or create

reasonable value at a lower cost.

c. Companies can either create reasonable value for customers at a higher cost or create

reasonable value at a lower cost.

d. Companies can either create greater value for customers at a reasonable cost or create

greater value at a reasonable cost.

Page 6 from Article by Kim and Mauborgne (2004)

2. Based on the differences between Red Ocean and Blue Ocean strategy from Kim and

Mauborgne (2004) article, which one from the choices below is the real opportunity based

on blue ocean strategy implementation?

a. The real opportunity is to create blue oceans of uncontested market space.

b. The real opportunity is to align the whole system of a company's activities in pursuit of

differentiation and low cost.

c. The real opportunity is to beat the competition.

d. The real opportunity is to align the whole system of a company's activities with its

strategic choice of differentiation or low cost

from Article by Kim and Mauborgne (2004)

3. HRM is an area in transition. Targeted legislation and the changing dynamics of the

workforce have put pressure on companies to increase their human resource emphasis.

Based on manager point of view, which ones are some of the major issues of concern?

(Morris, Kuratko & Covin, 2011):

a. Attraction and retention of quality employees, design the key performance indicator for

organization, and the need to meet regulatory requirements.

b. Attraction and retention of quality employees, design of benefit and wage packages that

motivate sustainable employee performance, and the need to meet regulatory

requirements.

c. Hire champion employees, design of benefit and wage packages that motivate

sustainable employee performance, and the need to meet regulatory requirements.

d. Hire champion employees, design the key performance indicator for organization, and

the need to meet regulatory requirements.

Chapter 7 Page 185 from Morris, Kuratko & Covin, 2011

4. A traditional personnel function differs from a human resource management approach in

that the latter is more strategic. This means that all of the company’s HR practices are

coordinated in a way that reflects:

a. Human resource management becomes a means for achieving the company’s

sustainable growth.

b. Human resource management becomes a means for achieving the company’s strategic

direction

c. Human resource management becomes a means for achieving the company’s mission

and vision.

d. Human resource management becomes a means for achieving the company’s strategic

planning.


PEYTON

5. Which factor is not belonged to five stages of creative process?

a. Frustration

b. Illumination

c. Creative emotion

d. Preparation


6. Which role in corporate entrepreneurship is taking the lead in driving and directing the

project sustaining the project as obstacle and bringing it through to completion?

a. Supporter

b. Sponsor

c. Initiator

d. Champion


BRENDA

7. In order to well conceptualize the champions program, according to Greene et al. (1999),

the manager should ( )

a. Establish the nature and scope of a champion’s responsibilities

b. Make a process for avoiding champions to exceed authority.

c. Formulate a procedure by which the champions can report step by step.

d. Adjust the organization structure into divisional organization.


8. According to Morris, the two most critical roles in cooperate entrepreneurship are ( )

a. Supporter and reactor

b. Initiator and champion

c. Initiator and sponsor

d. Sponsor and champion


9. Based on Morris’s analysis about characteristics of entrepreneur, employees can act on their

entrepreneurial potential in a work environment with ( )

a. Penalizing risk-taking

b. A degree of autonomy

c. Discouraging individual action

d. Culture diversity


10. Knowing the characteristics of entrepreneur, we can infer that ( )

a. Entrepreneurs are those who believe that external events control their lives and dictate

what happens around them

b. Entrepreneurs will consider and attempt to estimate the likelihood and magnitude of the

key risk factors before taking action

c. Entrepreneurs are born, and the prototypes of the entrepreneurs indeed exist

d. The reason why the business concept of the most successful entrepreneurs looks quite

different from the one first being started is because they made poor or immature plans


DAMITA (Give green color to the right answer)

11. Belong to which one of the options below do personal interests related to successful

creativity in organizations? (page 154)

a. Motivation

b. Expertise

c. Creative thinking skills

d. Behaviors


12. Which one is correct answer describing when we think about creativity process? (page 155)

a. Brainstorming is the necessity during creativity process.

b. Creativity could be mess.

c. We do not need to think carefully about the problem before we try to be creative

d. Creativity is involved both heuristics and algorithms.


13. In the creativity process, when people ‘put the problem on the back burner,’ he/she is in the

stage of… (page 155)

a. Illumination

b. Incubation

c. Preparation

d. Elaboration


14. Based on Pearce et al. (1997) research with 102 managers and over 1500 subordinates, the

subordinates’ satisfaction with supervision was increased by… (P.200)

a. The increase of entrepreneurial behaviors.

b. The Increase of freedom during working.

c. The Increase of rewards in the process of creativity.

d. The Increase of communication between mangers and subordinates in HRM.


WITA

15.Based on Buis et al. (2009) in Morris (2011), one of the two points should be considered in the creative process stages is convergence. What does convergence contribute to the way of thinking in the creative process? (page 158)a. It considers the position of an employee so that ideas coming from him or

her will be exactly the best qualified onesb. It plays role as the achievement of some agreement regarding the merits

of a given idea and the value in pursuing that ideac. It breaks from familiar, established ways of seeing and doing in an

organization by generating lots of options and truly novel ideas, regardless of their practicality

d. It reflects a single way of thinking about generating creative ideas


16.According to Morris (2011), which one of the following that reflects one of the concerns of creative abrasion? (page 187)a. Creating a scenario where colliding ideas or viewpoints battle one another,

with one winning out or dominating, and the other losing and being discarded

b. Encouraging compromise, alignment of positions, or watering down of one or both positions so as to achieve unity of direction

c. Serving to facilitate divergence, and it must be complemented by leadership styles and structures that ultimately produce convergent

d. Translating the ideas from the higher level position into the real practice will be done by the lower level position


17.Based on Leonard-Barton (1992) article, what is reflected by the four dimensions of core capabilities?a. Institutionalization where the parts are taken-for-granted reality, which is

an accretion of decisions made over time and events in corporate historyb. Centralized management for both new product/process development and

core capabilitiesc. Codified knowledge in people’s heads

d. Accumulated behaviors and beliefs based on early corporate successes, and one advantage of core capabilities lies in this unique heritage, which is not easy copied or imitated by would-be competitors

Leonard-Barton (1992)18.According to Morris (2011), the challenge faced by management in creating a

work environment is not to help employees understand... (page 186)a. The kinds of entrepreneurial behaviors sought by the organizationb. Their own innate ability to act in entrepreneurial waysc. The incentives for acting in an entrepreneurial waysd. The rights to do any kinds of ideas in the organization


multiple choice question strategic entrepreneurship

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