Research Article

An Application of a Hybrid MCDM Method for the Evaluation of Entrepreneurial Intensity among the SMEs: A Case Study

Table 4

Fuzzy pairwise comparisons of the subcriteria.
(a)

Autonomy Management styleHaving ownershipAwareness of emerging technologies

Management style(1, 1, 1)(1/2, 1, 3/2)(2/7, 1/3, 2/5)
Having ownership (2/3, 1, 2)(1, 1, 1)(2/5, 1/2, 2/3)
Awareness of emerging technologies (5/2, 3, 7/2)(3/2, 2, 5/2)(1, 1, 1)

(b)

InnovativenessTechnological innovation Product/market innovation

Technological innovation (1, 1, 1)(1/2, 1, 3/2)
Product/market innovation(2/3, 1, 2)(1, 1, 1)

(c)

Risk takingVenturing into the unknown businessHeavy borrowingCommitting large portions

Venturing into the unknown business(1, 1, 1)(3/2, 2, 5/2)(3/2, 2, 5/2)
Heavy borrowing(2/5, 1/2, 2/3)(1, 1, 1)(2/3, 1, 2)
Committing large portions(2/5, 1/2, 2/3)(1/2, 1, 3/2)(1, 1, 1)

(d)

ProactivenessBeing knowledgeableDeveloping plansCommitment to exploiting opportunitiesAnticipation of the future

Being knowledgeable(1, 1, 1)(3/2, 2, 5/2)(1/2, 1, 3/2)(1/2, 1, 3/2)
Developing plans(2/5, 1/2, 2/3)(1, 1, 1)(2/5, 1/2, 2/3)(2/5, 1/2, 2/3)
Commitment to exploiting opportunities(2/3, 1, 2)(3/2, 2, 5/2)(1, 1, 1)(1/2, 1, 3/2)
Anticipation of future(2/3, 1, 2)(3/2, 2, 5/2)(2/3, 1, 2)(1, 1, 1)

(e)

Competitiveness aggressivenessIntensity of a firm’s effortAdopting unconventional tactics

Intensity of a firm’s effort(1, 1, 1)(1/2, 1, 3/2)
Adopting unconventional tactics(2/3, 1, 2)(1, 1, 1)