Assess the entrepreneurial climate using Table 13-2 of your own organization or one you have worked for. How entrepreneurial is it and what are its particularly strong areas as well as areas that would benefit from improvement.
(While writing the article, it should be written as descriptive and long as writing an essay. If you think you can't do it, please don't answer.)
explanations of outcomes expected from organizational work and development of mechanisms for evaluating. selecting, and using innovations). In addition, the instrument reflects the key dimensions of company climate discussed earlier. The full CECI survey can be found in Table 13-2. It consists of 78 Likert-style questions. The instrument has been shown to be psychometrically sound as a viable means for assessing areas requiring attention and improvement in order to achieve intended results through use of a corporate entrereneurship (CE) strategy. The instrument can be used to develop a profile of a company across the dimensions and climate variables previously described. Low scores in an area suggest the need for training and development activities to enhance the company's readiness for entrepreneurial behavior and implementation of a CE strategy. I.A B 1. I I 1.32 The Corporate Entrepreneurship Climate Instrument* (CECI) We are interested in learning about how you perceive your workplace and organization. Please read the following items. Using the scale below please indicate how much you agree or disagree with each of the statements. If you strongly agree, write "5." If you strongly disagree write "1." There are no right or wrong answers to these questions so please be as honest and thoughtful as possible in your responses. All responses will be kept strictly confidential. Thank you for your cooperation! Section 1: Management Support for Corporate Entrepreneurship 1. My organization is quick to use improved work methods. 2. My organization is quick to use improved work methods that are developed by workers. 3. In my organization, developing one's own ideas is encouraged for the improvement of the corporation. 4. Upper management is aware and very receptive to my ideas and suggestions. 5. A promotion usually follows from the development of new and innovative ideas. 6. Those employees who come up with innovative ideas on their own often receive management encouragement for their activities. 7. The "doers on projects" are allowed to make decisions without going through elaborate justification and approval procedures. The Corporate Entrepreneurship Climate Instrument* (CECI) 8. Senior managers encourage innovators to bend rules and rigid procedures in order to keep promising ideas on track. 9. Many top managers have been known for their experience with the innovation process. 10. Money is often available to get new project ideas off the ground. 11. Individuals with successtul innovative projects receive additional rewards and compensation beyond the standard reward system for their ideas and efforts. 12. There are several options within the organization for individuals to get financial support for their innovative projects and ideas, 13. People are often encouraged to take calculated risks with ideas around here. 14. Individual risk takers are often recognized for their willingness to champion new projects, whether eventually successful or not. 15. The term "risk taker" is considered a positive attribute for people in my work area. 16. This organization supports many small and experimental projects, realizing that some will undoubtedly fail. 17. An employee with a good idea is often given free time to develop that idea. 18. There is considerable desire among people in the organization for generating new ideas without regard ior crossing departmental or functional boundaries. 19. People are encouraged to talk to employees in other departments of this organization about ideas for new projects. StronglyDisagree1Disagree2NotSure3Agree4StronglyAgree5 Section 2: Work Discretion 20. I feel that I am my own boss and do not have to double check all of my decisions with someone else. 21. Harsh criticism and punishment result from mistakes made on the job. 22. This organization provides the chance to be creative and try my own methods of doing the job. 23. This organization provides the freedom to use my own judgment. 24. This organization provides the chance to do something that makes use of my abilities. 25. I have the freedom to decide what I do on my job. 26. It is basically my own responsibility to decide how my job gets done. (Contimued) 27. I almost always get to decide what I do on my job. 28. I have much autonomy on my job and am left on my own to do my own work. 29. I seldom have to follow the same work methods or steps for doing my major tasks from day to day. Section 3: Rewards/Reinforcement 30. My manager helps me get my work done by remowing obstacles and roadblocks. 31. The rewards I receive are dependent upon my innovation on the job. 32. My supervisor will increase my job responsibilities if I am performing well in my job. 33. My supervisor will give me special recognition if my work perfomance is especially good. 34. My manager would tell hisher boss if my work was outstanding: 35. There is a lot of challenge in my job Section 4: Time Availability 36. During the past three months, my work load kept me from spending time on developing new ideas. 37. I always seem to have plenty of time to get everything done. 38. I have just the right amount of time and work load to do everything well. 39. My job is structured so that I have very litle time to think about wider organizational problems. 40. I feel that I am always working with time constraints on my jcb. 41. My coworkers and I always find time for long-term problem solving. StronglyDisagree1Disagree2NotSure3Agree4StronglyAgree5 Section 5: Organizational Boundaries 42. In the past three months, I have always followed standard operating procedures or practices to do my major tasks. 43. There are many written rules and procedures that exist for doing my major tasks. 44. On my job I have no doubt of what is expected of me. 45. There is little uncertainty in my job. 46. During the past year, my immediate supervisor discussed my work performance with me frequently. 47. My job description clearly specifies the standards of performance on which my job is evaluated. (Continued) The Corporate Entrepreneurship Climate Instrument 48. I clearly know what level of work performance is expected from me in terms of amount, quality, and timelines of output. Section 6: Specific Climate Variables 49. This company definitely rewards employees who take calculated risks and innovate. 50. Jobs in this company tend to be broadly defined with considerable discretion in how tasks are prformed. 51. In this company, employees can pursue multiple career paths. 52. This company tries hard to develop the creative potential of employees. 53. Annual performance appraisals in this company include an evaluation of employee innovativeness. 54. Around here, it seems like there is more concern with process than with periormance. 55. This company does a good job of balancing incentives for individual initiative with incentives for team collaboration. 56. If you are not innovating on the job, you cannot get ahead in this company. 57. An overly bureaucratic structure takes away from our ability to be entrepreneurial in this company. 58. Our company is organized in a way that encourages managers to "micromanage" employees and projects. 59. We have too many levels of management in this company. 60. I would characterize the company structure as being highly flexible. 61. A rigid chain of command limits our ability to experiment with new ideas. 62. Red tape and slow approval cycles are problems in this company. 63. Managers in this company strongly believe in delegating decision-making responsibility, 64. Controls are very tight in this company; we tend to count every dollar and every hour. 65. Senior management focuses on eliminating any slack within budgets. 66. Once budgets are finalized and accepted, they are difficult to revise. 67. The lines of command clearly allocate authority and responsibility to each business unit/department. 68. The organizational structure is very clearly defined and delineated. StronglyDisagree1Disagree2NotSure3Agree:StronglyAgree45 69. In this company, employees have a lot of say in how things are done. (Continued) 70. Ours is a culture that rewards the tried and the true. 71. This is a company that celebrates innovative achievements. 72. We have a culture that strongly discourages failure. 73. There is a sense of urgency in this company regarding the importance of change and innovation. 74. This company subscribes to the motto "if it ain't broke, don't fix it." 75. Innovation and risk-taking are core values in this company. 76. Lines of command clearly allocate authority and responsibility to each business unit/department. 77. New ideas tend to receive quick goo go decisions from management in this company. 78. The company's environment encourages people to talk openly with others about ways to improve the company's operations. " CECl is adapted from original work done by D. F. Kuratko, R. M. Montagno, and J. S. Hornsby, 1990. "Developing an Entrepreneurial Assessment Instrument for an Effective Corporite Entrepreneunal Environment," Strategic Marakcwent Joumal, 11: 49-58; and J. S. Hornsb, D. F. Kuratko, and S. A. Zahra, 2002. "Middle Manages' Perception of the Intemal Environment for Corporate Entrepreneurhlup: Assessing a Measurement Scale," Joumal of Business Venturing, 17: 49-63. Essentially concemed with a company's "entrepreneurial health," the instrument can significantly benefit organizations and would be of interest to both managers and researchers. For managers, the instrument provides an indication of a company's likelihood of being able to successfully implement a CE strategy. It highlights areas of the work environment that should be the focus of ongoing design and development efforts. Further, the CECI can be used as an assessment tool for evaluating corporate training needs in the areas of entrepreneurhip and innovation. Determining these training
