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

Entrepreneurial Orientation (EO) and Organizational Culture (OC)
Chadwick 1998

* from Strategic Posture Scale (alpha .81)
Covin and Slevin (1989)
Please circle the number that best reflects actual conditions in your bank.
In general‚ the top managers of bank 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*
2.    Experimentation and original approaches to problem solving 1 2 3 4 5 6 7 Imitating methods other banks have used for problem solving
How many new lines of services or products has your bank marketed in the past 5 years?
3.    No new lines of services or products1 2 3 4 5 6 7 Very many new lines of services or products *
4.    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*
5.    My bank prefers to design its own unique new processes and methods of production 1 2 3 4 5 6 7 My bank prefers to adapt for our own use methods and techniques that others have developed and proven
In dealing with its competitors‚ my bank . . .
6.    Typically responds to actions which competitors initiate 1 2 3 4 5 6 7 Typically initiates actions which competitors then respond to
7.    Is very seldom the first bank to introduce new services/products‚ administrative techniques‚ operating technologies‚ etc 1 2 3 4 5 6 7 Is very often the first bank to introduce new services/products‚ administrative techniques‚ operating technologies‚ etc*
In dealing with its competitors‚ my bank . . .
8.    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*
9.    Is very aggressive and intensely competitive 1 2 3 4 5 6 7 Makes no special effort to take business from the competition
In general‚ the top managers of my bank have . . .
10.    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)*
11.    A strong tendency to 'follow the leader1 in introducing new ideas or products. 1 2 3 4 5 6 7 A strong tendency to be ahead of other competitors in introducing novel ideas or products
In general‚ the top managers of my bank .
12.    Prefer to study a problem thoroughly before deploying resources to solve it 1 2 3 4 5 6 7 Are quick to spend money on potential solutions if problems are holding us back
In general‚ the top managers of my bank believe that . .
13.    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 bank
14.    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*

Please describe your actual‚ not desired perception of your bank.
1=Not at all‚ 2= To a very slight extent‚ 3=To a small extent‚ 4= To a moderate extent‚ 5= To   considerable extent‚ 6= To a great extent‚ 7= To an extreme extent
31. Our bank puts emphasis on sacrificing profitability to gain market share.
32. Our bank cuts prices to increase market share.
33. Our bank puts emphasis on setting prices below competition.
34. Our bank puts emphasis on seeking market share position at the expense of cash flow and profitability.
35. Our bank emphasizes effective coordination among different functional areas.
36. Our bank emphasizes the use of information systems to provide support for decision making.
37. When confronted with a major decision‚ we usually try to develop a thorough analysis.
38. Our bank puts emphasis on the use of planning techniques.
39. Our bank emphasizes the use of the output of management information and control systems.
40. Our bank stresses the use of manpower planning and performance appraisal of senior managers.
41. Our bank makes significant modifications to the services strategy.
42. Our bank puts emphasis on the use of cost control systems for monitoring performance.
43. Our bank puts emphasis on the use of production management techniques.
44. Our bank places emphasis on quality through the use of quality circles.
45. Our criteria for resource allocation generally reflects short-term considerations.
46. Our bank emphasizes basic research to provide us with a future competitive edge.
47. Our bank stresses the forecasting of key indicators of operations.
48. Our bank emphasizes the formal tracking of significant general trends.
49. Our bank often engages in "What-if" analysis of critical issues.
50. Our bank is constantly seeking new opportunities related to the present operations.
51. Our bank is usually the first one to introduce new services or products in the market.
52. Our bank is constantly on the lookout for other banks that can be acquired.
53. Operations in later stages of the life cycle are strategically eliminated.
54. Our operations can be generally ch‎aracterized as high risk.
55. We seem to adopt a rather conservative view when making major decisions.
56. New projects are approved on a "stage-by-stage basis rather than with "blanket" approval.
57. Our bank has a tendency to support projects where the expected returns are certain.
58. Operations have generally followed the "tried and true" paths.
TO WHAT EXTENT does your bank engage in the following activities or behaviors?

1= Strongly Disagree‚ Slightly Disagree‚ Neither Agree nor Disagree‚ Slightly Agree‚ 5=Strongly Agree
60. There is a clear blueprint for this bank's strategy that was set some time ago and has changed very little.
61. Strategy‚ for this bank‚ is primarily provided by the president and a few of his/her fellow top ex‎ecutives.
62. Our bank continually adapts by making appropriate changes in its strategy based upon feedback from the marketplace
63. Business planning in our bank is ongoing‚ involving everyone in the process to some degree.
64. We spend as much time as possible with customers and other key stakeholders‚ listening to what they have to say about the bank.
65. Our business and product planning process involves‚ customers‚ suppliers‚ and providers of funds.
66. Business and product planning in this bank is largely an internal process‚ seeking to contain the amount of information leading to the outside.
67. There is a clear and consistent set of values in this bank that governs the way we do business.
68. This bank has a ch‎aracteristic "management style" and a common set of management practices.
69. Decisions in this bank are usually made at the level where the most accurate information is available.
70. Most people in this bank have input into the decisions that affect them.
71. Most people in this bank are willing to take risks.
72. Most people in this bank are treated pretty much the same‚ regardless of rank or status.
73. People in this bank are very dynamic and entrepreneurial.
74. Conflict in this bank is often suppressed rather than dealt with openly.
75. Specific work roles and expectations are clearly defined in this bank.
76. Cooperation and collaboration across functional roles are actively encouraged.
77. People with unpopular views are given a fair hearing in this bank.
78. Working in this bank is like being part of a team.
79. Failure is something to be avoided in this bank at all costs.
80. People are encouraged to experiment in this bank so as to identify new‚ more innovative approaches or services.
81. Long-term potential is valued over short-term performance in this bank.
82. The way we do things in this bank is well suited to the business we are in.
83. Decisions concerning business strategy are made on a consensus basis‚ involving people from many departments.
84. The chief ex‎ecutive of our bank insists on placing his/her mark on virtually every major initiative.

This instrument can be found at https://digitalcommons.latech.edu/dissertations/743  & https://digitalcommons.latech.edu/cgi/viewcontent.cgi?article=1740&context=dissertations & 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.