A Study of Individual, organizational and environmental factors affecting

Entrepreneurial orientation in Khyber Pakhtun Khwa (N.W.F.P) Pakistan.

Dear respondent! This questionnaire is for academic purposes; therefore, your cooperation will highly be
appreciated in terms of helping the researcher to get fair data on the topic. Thanks

(A) Demographic variables

1. Gender [Male (1)/Female (2)] 2. Age [20-30(1)/31-40(2)/above 40(3)] 3. Birth order [First born (1)/
others (2)]
4. Domicile [local (1) /Non local (2)] 5. Family [Entrepreneur (1)/ Non-entrepreneur (2)]
6. Nature of business [services providers (1)/ manufacturer and traders (2) / traders (3)]
7. Types of ownership [sole proprietorship (1)/partnership (2)]
8. What is your education level?
1. Primary school(less than metric)[non educated]
2. High school (metric)[educated]
3. College (diploma/secondary school/bachelor degree) or University (master degree/doctoral
degree)[highly educated]

9. What are motivations for starting up business?

1. Pull motivation (Personal freedom or independence, achievement/ self realization, reward
seeking,) economic opportunity
2. Push motivation (career limitation, being unemployed, being dismissed from job, Under reward,
not fitting in) employment opportunity

Being entrepreneur working in N.W.F.P how for do you agree/ disagree with the following statements on 5-
point scale.
1 Strongly Disagree 2 Disagree 3 Neutral 4 Agree 5 Strongly Agree

(B)Measuring entrepreneurial orientation

1 2 3 4 5
11 Generally my enterprise prefer to strongly emphasize research and development
My enterprise introduced a lot of new products/services over the past many years 1 2 3 4 5
12
There have been radical changes of my enterprise’s products/services (not small 1 2 3 4 5
13
one) 1 2 3 4 5
14
Having a strong tendency toward getting involved in high risk projects (with chance
15 for high yield). 1 2 3 4 5
Generally I believe that the business environment of my enterprise is such that
16 fearless and powerful measures are needed to obtain the objectives 1 2 3 4 5
When facing insecure decision-making situations, normally my enterprise take- up a
fearless, aggressive position, in order to maximize the chance of being able to 1 2 3 4 5
17 exploit possible opportunities
In relation towards competitors, normally my enterprise initiates changes upon 1 2 3 4 5
18 which my competitors react
My enterprise often the first one to introduce new products/services, administrative 1 2 3 4 5
19 systems, and methods of production.
Normally my enterprise takes on a very competitive oriented” beat-the-competitor”-position.
1
 1. Individual- related factors affecting entrepreneurial orientation:

1.1. Psychological factors affecting entrepreneurial orientation:

1.2.
Self realization/ Achievement motivation
20 I have achievement motivations in my life 1 2 3 4 5
21 I am high achievers 1 2 3 4 5
22 I fulfill my internal urge by doing some thing 1 2 3 4 5
23 I work toward the attainment of distant goals 1 2 3 4 5
24 I want to accomplish difficult task 1 2 3 4 5
25 I am willing to put forth effort for attainment of excellence 1 2 3 4 5
Internal locus of control

26 I am able to control life’s events (internal locus of control) 1 2 3 4 5

27 I have perceptions about the rewards and punishments in life 1 2 3 4 5
28 My life is determined by my own actions (not by accidental happenings) 1 2 3 4 5
29 Perceive that my success depends mostly on my own ability (not a matter of luck) 1 2 3 4 5
30 I believe that life’s events are not the result of external factors, such as chance, luck or fate 1 2 3 4 5
I prefer to take unique command instead of leaving things to external factors such as chance, luck or fate.or
• Tolerance for Ambiguity
31 1 2 3 4 5
I perceive positively an ambiguous situation
32 1 2 3 4 5
I like to deal a situation when there is insufficient information to structure it
33 I strive to overcome unstable /unpredictable situations in order to perform well. 1 2 3 4 5
34 I am willing to manage uncertainty 1 2 3 4 5
35 I have patience to operate in an ambiguous situation 1 2 3 4 5

• Self-confidence
36 Express confidence in my ability to complete a difficult task or meet a challenge 1 2 3 4 5
37 Stick with my own judgment in the face of opposition or early lack of success 1 2 3 4 5
38 Expect to have high degree of self-esteem with respect to my dealings 1 2 3 4 5
39 Believe that I am able to achieve the goals set previously 1 2 3 4 5
40 I do not loose my self-confidence in a risky/difficult situation 1 2 3 4 5

Role of Intuition
I use data from subconscious mind to make decision 1 2 3 4 5
41
42 I prefer to be told what problems is but left free to decide how to solve it 1 2 3 4 5
43 Usually make decision based on my feeling or emotion 1 2 3 4 5
44 Do not prefer to follow the instructions or rules when looking on a problematic 1 2 3 4 5
situation(not follow a specific plan).
45 I do not become upset if the questions are about basic assumptions 1 2 3 4 5

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 1.2. Non-psychological factors affecting entrepreneurial orientation:
• Role of Education
46 Education is necessary especially in SME’s level enterprise which is controlled by sole 1 2 3 4 5
proprietor (entrepreneur)
47 Education changes cognitive process (mental process of understanding) in the exploitation of opportunity 1 2 3 4 5
48 Education creates awareness in finding new solutions to problems 1 2 3 4 5
49 Education as a source of prior knowledge helps me for scanning business opportunity 1 2 3 4 5
50 Education gives confidence to take risky steps in my business. 1 2 3 4 5
51 With the help of education, I like to experiment with new ways of doing the same thing 1 2 3 4 5
52 Education develops consciousness to become more proactive. 1 2 3 4 5

• Role of Previous relevant skills (technical, functional and entrepreneurial)

53 Previous skills increase my familiarity with various works to exploit opportunity 1 2 3 4 5

54 Previous skills enhance my abilities with new ways of doing the same thing 1 2 3 4 5
55 Multiple skills help me to develop novel solutions to problems 1 2 3 4 5
56 I make decisions based on my skills/abilities 1 2 3 4 5
57 Equipped with multiple skills enhance my confidence to take bold steps in business 1 2 3 4 5
dealing
58 Previous skills create my understandings to behave more proactively 1 2 3 4 5

• Role of Informal/ personal relationships (e.g. family)

59 In searching for business opportunities my family members facilitates me. 1 2 3 4 5
60 My Family members easily adapt /adjust to several circumstances 1 2 3 4 5
61 Family members always help me in thinking new ideas
1 2 3 4 5
62 I can freely talk to my family members for what ever concerns to me.
1 2 3 4 5
63 I Use informal (personal)contacts to obtain useful information in order to exploit
1 2 3 4 5
64 opportunity
My family members give me valuable advice in finding novel solutions to problems 1 2 3 4 5

• Role of formal /social relationships (bankers, memberships/association and politicians etc.)

65 Formal relationships (social) make help me to generate new ideas 1 2 3 4 5

66 Discusses problems and opportunities with those members to whom I have formal relationships. 1 2 3 4 5
67 Use formal relationships (social)/contacts as agents to accomplish my own objective 1 2 3 4 5
68 I am interested to establish formal and/or social relationship to scan business 1 2 3 4 5
69 opportunities 1 2 3 4 5
I Use formal (social) contacts to obtain useful information in order to fill the gap in the market

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 2. Organization-related factors affecting entrepreneurial orientation:
3.
• Enterprise informalization 1 2 3 4 5

70 There are more flexible work practices in this enterprise which facilitates in the emergence of
1 2 3 4 5
new ideas
1 2 3 4 5
71 I give higher degree of delegation to employee in order to express different point of view
I believe that low entry barriers in my enterprise attract more to share their ideas 1 2 3 4 5
72
73 In my opinion, experimentation and novel ideas are more likely to flow in my enterprise 1 2 3 4 5
when citizens are empowered to solve problems
74 In decision making I mostly rely on experienced-based intuition (rather than quantitative 1 2 3 4 5
analysis formally)
75 I agree that this enterprise is more oriented towards realizing goals than processes which
facilitate innovation 1 2 3 4 5
76 Open channels of communication are flowing throughout the business unit 1 2 3 4 5
77 For getting work done, heavy dependence is on informal relationships and the norm of
cooperation 1 2 3 4 5
78 Operating styles of my enterprise allowed to range freely from the very formal to the very
informal 1 2 3 4 5
79 There is strong tendency to behave according to the requirements of situation without too much concern for
past practice while doing something, (not necessary to follow strictly on the formal job description)

• Value –based compensation

80 Compensation system based on value added by employees is helpful for me in 1 2 3 4 5
searching of more opportunities.
81 I think that Value-based compensation leads people to communicate more, both 1 2 3 4 5
internally and externally in the enterprise.
82 I believe that value based compensation system generates unusual motivation, 1 2 3 4 5
cement loyalties and increase trust in this enterprise
83 I offer rewards to my employees for their performance 1 2 3 4 5
84 Value-based compensation helps to attract and retains good quality members 1 2 3 4 5
85 In my enterprise value based compensation increase satisfaction of employees 1 2 3 4 5

• Access to resources

86 I can easily access to resources (plants and equipments) as compare to competitors 1 2 3 4 5

As compare to competitors I have better technology access in my industry
87 I have qualified staff members and employees in my enterprise 1 2 3 4 5
88 Training of my employees in different department is conducted regularly 1 2 3 4 5
89 I have easily access to take loan well in time (Financial access)
1 2 3 4 5
90 My informal (personal) relationships (family, relatives and friends) are supportive
1 2 3 4 5
91 for me to make easily access to resources
My formal (social) relationships (bankers, politicians, memberships with
1 2 3 4 5
chambers etc.) are helpful for me to make easily access to resources.
92 1 2 3 4 5
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 3.Environment- related factors affecting entrepreneurial orientation:
• Environmental dynamism (variability, volatility, unpredictable)

93 My enterprise is very responsive and adjusts changes easily 1 2 3 4 5

94 I adopt innovation strategies in order to response to Changes in users of products 1 2 3 4 5
or services
95 I agree that entry of new competitors creates opportunity to flourish 1 2 3 4 5
entrepreneurial orientation (i.e. changes in competitors’ product prices, sales
96 strategies etc.) 1 2 3 4 5
I believe that short-cycled products (become outdated) assist me in flourishing the
97 entrepreneurship 1 2 3 4 5
I think rapidly changing technological environment (Changes in product
98 technology) creates opportunities to be exploited through entrepreneurial 1 2 3 4 5
behaviors 1 2 3 4 5
99 Variability in distributors of their product or services create new window of
100 1 2 3 4 5
opportunities
Changes in users of products or services enhance business opportunities
101 Variability of suppliers of equipment, materials, is useful for me to achieve 1 2 3 4 5
competitive prices
Positive public political changing attitude toward the industry help to search new 1 2 3 4 5
102 1 2 3 4 5
103 opportunities
Development of new or improved production methods is useful for me to beat the
competitor
New or improved products and services make me to become pioneer in my type of business

• Environmental heterogeneity (diversity, complexity)

104 I think that heterogeneous markets factors (economic, technological, social, or 1 2 3 4 5
political, segmentation of society etc.) produce new opportunities which are to be
exploited
105 Variety of customer service needs encourage innovation 1 2 3 4 5
106 A wide range of customer credit needs generate new windows of 1 2 3 4 5
107 opportunities. 1 2 3 4 5
108 Demographic changes create opportunities for me to develop new product/services 1 2 3 4 5
Diversity in customer preferences for the varieties of products brands/features boost up 1 2 3 4 5
109 innovation
110 Diversity of Product preferences in price/quality helps me to generate innovative 1 2 3 4 5
activities
Existence of multiple market segments and their expectations are helpful for me to
flourish innovative ideas.
• Environmental munificence(Criticality,(decisive), Deterrence)
111 I respond positively to competition (favorable and supportive for the growth of 1 2 3 4 5
enterprise)
112 Access to resources enhance risk taking capacities 1 2 3 4 5
113 Favorable business climate (intense competition for limited resources or market 1 2 3 4 5
opportunities, bankruptcies, law and order situation etc) discourage innovation 1 2 3 4 5
114
115 5
1 2 3 4 5
116 1 2 3 4 5
117 1 2 3 4 5
Profit margins motivate to introduce new ideas
Industry growth often encourage innovation
Capital investments create new windows of opportunities
Research and Development (R&D) spending enhance innovative activities

Mr. Hafizullah (Phd Scholar)

Email: myphdcontact@gmail.com
Mobile No# 0314-6943560

There is huge ratio of entry of new competitors in my type of business