Table AI The 15 questionnaire items...

Table AI

The 15 questionnaire items measuring entrepreneurial orientation

In general, my firm favors […]
1. A strong emphasis on the marketing of tried and true products or services	1 2 3 4 5 6 7	A strong emphasis on R&D technological leadership, and innovations
How many new lines of products or services has your firm marketed in the past 3 years?
2. No new lines of products or services	1 2 3 4 5 6 7	Very many new lines of products or services
3. Changes in product or service lines have been mostly of a minor nature	1 2 3 4 5 6 7	Changes in product or service 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 to which competitors then respond to
5. Is very seldom the first business to introduce new products/services, administrative techniques, operating technologies, etc.	1 2 3 4 5 6 7	Is very often the first business to introduce new products/services, 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, my firm has […]
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 return)
In general, my firm believes that […]
8. Owing to the nature of the environment, it is best to explore 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 see” 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
In dealing with competitors, my firm […]
10. Does not monitor the actions of the competitors at all	1 2 3 4 5 6 7	Intensively monitors the actions of the competitors very closely
11. Is not highly responsive to competitors’ strategies	1 2 3 4 5 6 7	Typically adopts a head-to-head confrontational strategy
12. Typically uses conventional methods of competing	1 2 3 4 5 6 7	Is willing to adopt unconventional methods of competing
When confronted with decision making under uncertainly, my firm […]
13. Discourages the employees from acting independently without previously consulting the owners	1 2 3 4 5 6 7	Typically encourages the employees to act independently without previously consulting the owners
14. Discourages the employees from making key strategic decisions without previously consulting the owners	1 2 3 4 5 6 7	Typically encourages the employees to make key strategic decisions without previously consulting the owners
15. Discourages the employees from implementing key programs without previously consulting the owners	1 2 3 4 5 6 7	Typically encourages the employees to implement key programs without previously consulting the owners

In general, my firm favors […]
1. A strong emphasis on the marketing of tried and true products or services	1 2 3 4 5 6 7	A strong emphasis on R&D technological leadership, and innovations
How many new lines of products or services has your firm marketed in the past 3 years?
2. No new lines of products or services	1 2 3 4 5 6 7	Very many new lines of products or services
3. Changes in product or service lines have been mostly of a minor nature	1 2 3 4 5 6 7	Changes in product or service 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 to which competitors then respond to
5. Is very seldom the first business to introduce new products/services, administrative techniques, operating technologies, etc.	1 2 3 4 5 6 7	Is very often the first business to introduce new products/services, 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, my firm has […]
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 return)
In general, my firm believes that […]
8. Owing to the nature of the environment, it is best to explore 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 see” 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
In dealing with competitors, my firm […]
10. Does not monitor the actions of the competitors at all	1 2 3 4 5 6 7	Intensively monitors the actions of the competitors very closely
11. Is not highly responsive to competitors’ strategies	1 2 3 4 5 6 7	Typically adopts a head-to-head confrontational strategy
12. Typically uses conventional methods of competing	1 2 3 4 5 6 7	Is willing to adopt unconventional methods of competing
When confronted with decision making under uncertainly, my firm […]
13. Discourages the employees from acting independently without previously consulting the owners	1 2 3 4 5 6 7	Typically encourages the employees to act independently without previously consulting the owners
14. Discourages the employees from making key strategic decisions without previously consulting the owners	1 2 3 4 5 6 7	Typically encourages the employees to make key strategic decisions without previously consulting the owners
15. Discourages the employees from implementing key programs without previously consulting the owners	1 2 3 4 5 6 7	Typically encourages the employees to implement key programs without previously consulting the owners

Notes: There are five EO dimensions: innovativeness (items 1-3), proactiveness (items 4-6), risk-taking (items 7-9), competitiveness (items 10-12) and autonomy (items 13-15)

Sources: Items 1-9: see Covin and Slevin (1989). Item 10: generated from statements in Lumpkin and Dess (1996). Items 11-15: see George et al. (2001)

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