روانسنجی
اولین سایت تخصصی فارسی تست های روان سنجی ، روان شناسی

Strategic Posture Scale
Covin and Slevin (1989)

Please circle the number that best reflects actual conditions in your firm.
In general‚ the top managers of firm favor . . .
1.    A strong emphasis on the marketing of tried and true services or products1 2 3 4 5 6 7 A strong emphasis on R&D‚ technological leadership‚ and innovations
How many new lines of services or products has your firm marketed in the past 5 years?
2.    No new lines of services or products1 2 3 4 5 6 7 Very many new lines of services or products
3.    Changes in service or product lines have been mostly of a minor nature 1 2 3 4 5 6 7 Changes in service or product lines have usually been quite dramatic
In dealing with its competitors‚ my firm . . .
4.    Typically responds to actions which competitors initiate 1 2 3 4 5 6 7 Typically initiates actions which competitors then respond to
5.    Is very seldom the first business to introduce new services/products‚ administrative techniques‚ operating technologies‚ etc 1 2 3 4 5 6 7 Is very often the first business to introduce new services/products‚ administrative techniques‚ operating technologies‚ etc
6.    Typically seeks to avoid competitive clashes‚ preferring a ‘live-and-let live' posture 1 2 3 4 5 6 7 Typically adopts a very competitive 'undo-the competitors' posture
In general‚ the top managers of my firm have . . .
7.    A strong proclivity for low risk projects (with normal and certain rates of return) 1 2 3 4 5 6 7 A strong proclivity for high risk projects (with chances of very high returns)
In general‚ the top managers of my firm believe that . .
8.    Owing to the nature of the environment‚ it is best to explore it gradually via timid‚ incremental behavior 1 2 3 4 5 6 7 Owing to the nature of the environment‚ bold‚ wide ranging acts are necessary to achieve the firm's objectives
When confronted with decision-making situations involving uncertainty‚ my firm
9.    Typically adopts a cautious‚ 'wait and see1 posture in order to minimize the probability of making costly decisions 1 2 3 4 5 6 7 Typically adopts a bold‚ aggressive posture in order to maximize the probability of exploiting potential opportunities

Covin & Slevin 1989 (alpha 0.87)‚ Naman & Slevin 1993 (alpha 0.81) and Knight 1997 (alpha 0.83)

This instrument can be found at: https://digitalcommons.latech.edu/dissertations/743 & http://ndl.ethernet.edu.et/bitstream/123456789/62659/1/24..pdf#page=165

Covin‚ J. G. ‚ & Slevin‚ D. P. (1986). The development and testing of an organizational-level entrepreneurship scale. In R. Ronstadt ‚ J. A. Hornaday‚ R. Peterson‚ & K. H. Vesper (Eds.)‚ Frontiers of entrepreneurship research— 1986: 628-639. Wellesley‚ MA: Babson College.
Covin‚ J. G.‚ & Slevin‚ D. P. (1988). The influence of organization structure on the utility of an entrepreneurial top management style. Journal of Management Studies. 25: 217-234.
Covin‚ J.G. and Slevin‚ D. (1989). Strategic Management of Small Firms in Hostile and Benign Environments. Strategic Management Journal‚ 10‚ 75-87. http://dx.doi.org/10.1002/smj.4250100107
Covin‚ J. G.‚ & Slevin‚ D. P. (1990). New venture strategic posture‚ structure and performance: An industry life cycle analysis. Journal of Business Venturing. 5(2): 123- 135.
Covin‚ J. G.‚ & Slevin‚ D. P. (1991). A conceptual model of entrepreneurship as firm behavior. Entrepreneurship: Theory and Practice. 16(1): 7-24.
Chadwick‚ Kenneth Herbert. (1998). An empirical analysis of the relationships among entrepreneurial orientation‚ organizational culture and firm performance. Doctoral Dissertation. Louisiana Tech University.