Zoals eerder aangegeven voldoen een aantal respondenten niet aan de vereisten voor deze survey. Sommige respondenten zijn werkzaam in een ondersteunende afdeling of hebben zij geen 20 werknemers onder zich. Om meer oordeel te kunnen geven over de in dit onderzoek genoemde verbanden, zou de steekproefgrootte uitgebreid kunnen worden.
De vragen 56-62 hebben betrekking op entrepreneurial leiderschap op individuele niveau. Echter is de hoofdvraag in de vragenlijst in hoeverre de genoemde factoren zijn overwogen tijdens de selectieprocedure van deze baan. De vraag kan letterlijk geïnterpreteerd worden of de factoren genoemd zijn tijdens de selectie procedure. Dit hoeft niet te betekenen dat deze respondent ook deze eigenschap heeft of denkt te hebben.
Er zijn te veel factoren die invloed kunnen hebben op decentralisatie, innovatie en entrepreneurial leiderschap. Echter kan dit onderzoek nog dieper bekeken worden of er andere beweegredenen zijn om een bepaalde antwoord te geven op de vragen uit de survey. Gezien de huidige steekproefgrootte kan dit onderzoek ook uitgevoerd worden door het afnemen van interviews om interpretatieproblemen te reduceren.
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Appendix B: Relevante vragen uit de vragenlijst
Uit deze bronnen zijn de volgende vragen geformuleerd door de Universiteit van Amsterdam: Gerelateerd aan decentralisatie:
(c) We are interested in the structural arrangements in your unit. Please consider each of these categories of decisions.
i. Strategic decisions (e.g., development of new products/services; entering, developing or exiting new markets; your unit’s strategy).
ii. Investment decisions (e.g., acquiring new assets and financing investment projects; purchase of information systems; expansion of existing capacity)
iii.
Marketing decisions (e.g., marketing or advertising campaigns; pricing decisions; changes in inventory levels)
iv. Decisions regarding internal processes (setting production/sales priorities; inputs used and/or processes employed to fill orders; contracting input suppliers and/or consultants).
v. Human resources decisions (e.g., hiring/firing; compensation and setting career paths for the personnel employed within your unit; determining the bonus or promotion steps of employees; reorganizing project staffing)
Please indicate in the next table how much decision rights you and/or other members in your unit currently have with regard to the previously mentioned decisions, where 1 = my superior has all the decision rights, 3= decision rights are equally distributed between me and my superior, 5=I (or one of my subordinates) have (has) all the decision rights
My superior has all the decision rights Decision rights are equally distributed between me and my superior I have all the decision rights 20. Strategic decisions 1 2 3 4 5 21. Investment decisions 1 2 3 4 5 22. Marketing decisions 1 2 3 4 5
23. Decisions regarding internal processes 1 2 3 4 5
Gerelateerd aan strategie:
(d) Please indicate the degree of emphasis which the unit places on the following activities to remain competitive. No emphasis Some emphasis Extreme emphasis 25. Extensiveness of advertising 1 2 3 4 5
26. Use of market segmentation 1 2 3 4 5
27. Use of premium pricing/‘prestige pricing’ 1 2 3 4 5
28. Brand identification/promotion 1 2 3 4 5
29. Customer service 1 2 3 4 5
30. Competitive pricing 1 2 3 4 5
31. Increase operating efficiency 1 2 3 4 5
32. Reduce overhead costs 1 2 3 4 5
33. Reduce direct (materials, labor) costs 1 2 3 4 5
34. Refine existing products/services 1 2 3 4 5
35. Product/service quality control 1 2 3 4 5
36. Process quality control 1 2 3 4 5
37. Improve product/service performance and reliability 1 2 3 4 5
38. New product/service development 1 2 3 4 5
39. Major and frequent product/service innovations 1 2 3 4 5 40. R&D/product/service development expenditures 1 2 3 4 5 41. The first to introduce new products/services 1 2 3 4 5
Gerelateerd aan entrepreneurship:
(g) Please indicate whether the following factors were considered in the selection process for your current job: Not at
all
To a very large extent 56. Your willingness to initiate new ideas and initiatives 1 2 3 4 5 57. Your ability to identify new business opportunities and making
them a reality 1 2 3 4 5
58. Your ability to foster innovation and risk taking 1 2 3 4 5 59. Your ability to develop a clear long term vision for the business unit 1 2 3 4 5 60. Your ability to maintain a long-term, big-picture view 1 2 3 4 5 61. Your ability to foresee obstacles and opportunities 1 2 3 4 5 62. Your ability to generate breakthrough ideas 1 2 3 4 5 (a) Please consider a decision that affects your unit’s financial future. Given this circumstance, indicate how you
make this decision compared to other managers in your industry:
(1= much less than others, 2= a little less than others, 3= about average, 4= slightly more than others, 5=much more than others) Given a major decision that affects your unit’s financial future,
how would you rate your tendency to…
Much less than others About average Much more than others 63. .… choose much more or less risky propositions,
compared to the tendency of other individuals? 1 2 3 4 5 64. …choose more or less risky alternatives based on the
assessment of others on whom you must rely (lower level managers, financial managers)?
1 2 3 4 5
65. … choose more or less risky alternatives which rely upon highly technical and complex analyses?
1 2 3 4 5
66. … choose more or less risky alternatives which could have a major impact on the strategic direction of your organization?
1 2 3 4 5
67. ... initiate a strategic corporate action which has the potential to backfire?
1 2 3 4 5
68. … support a decision when you were aware that relevant analyses were done while missing several pieces of information?
Gerelateerd aan innovatie performance:
(a) We are interested in amount of innovation in your business unit. Please indicate whether you agree with the following statements about your business unit:
(1= strongly disagree, 5= strongly agree)
Strongly disagree
Strongly agree 82. Our business unit accepts demands that go beyond existing
products and services 1 2 3 4 5
83. Our business unit invents new products and services 1 2 3 4 5 84. Our business unit experiments with new products and services
in our local market 1 2 3 4 5
85. Our business unit commercializes products and services that are completely new to them
1 2 3 4 5
86. Our business unit frequently utilizes new opportunities in new
markets 1 2 3 4 5
87. Our business unit uses new distribution channels 1 2 3 4 5 88. Our business unit frequently refines the provision of existing
products and services 1 2 3 4 5
89. Our business unit regularly implements small adaptations to existing products and services
1 2 3 4 5
90. Our business unit introduces improved, but existing products
and services for their local market 1 2 3 4 5
91. Our business unit improves the efficiency of products and services
1 2 3 4 5
92. Our business unit increases economies of scales in existing markets
1 2 3 4 5