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
Page 1 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 companys HR practices are coordinated in a way that reflects:
a. Human resource management becomes a means for achieving the
companys sustainable growth.
b. Human resource management becomes a means for achieving the
companys strategic direction
c. Human resource management becomes a means for achieving the
companys mission and vision.
d. Human resource management becomes a means for achieving the
companys strategic planning.
Chapter 7 Page 185 from Morris, Kuratko & Covin, 2011
PEYTON

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

a. Frustration
b. Illumination
c. Creative emotion
d. Preparation
Chapter 6 Page 157 from Morris, Kuratko & Covin, 2011

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
Chapter 6 Page 173 from Morris, Kuratko & Covin, 2011
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 champions 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.
Chapter 8 Page 200 from Morris, Kuratko & Covin, 2011
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
Chapter 7 Page 173 from Morris, Kuratko & Covin, 2011
9. Based on Morriss 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
Chapter 6 Page 164 from Morris, Kuratko & Covin, 2011
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
Chapter 6 Page 164 from Morris, Kuratko & Covin, 2011

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
Chapter 6 Page 154 from Morris, Kuratko & Covin, 2011

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.
Chapter 6 Page 155 from Morris, Kuratko & Covin, 2011

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
Chapter 6 Page 155 from Morris, Kuratko & Covin, 2011

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.
Chapter 6 Page 155 from Morris, Kuratko & Covin, 2011

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 ones
b. It plays role as the achievement of some agreement regarding the merits
of a given idea and the value in pursuing that idea
c. 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
Chapter 6 Page 158 from Morris, Kuratko & Covin, 2011

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
Chapter 7 Page 187 from Morris, Kuratko & Covin, 2011

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 history
b. Centralized management for both new product/process development and
core capabilities
c. Codified knowledge in peoples 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 organization
b. Their own innate ability to act in entrepreneurial ways
c. The incentives for acting in an entrepreneurial ways
d. The rights to do any kinds of ideas in the organization
Chapter 7 Page 186 from Morris, Kuratko & Covin, 2011