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Journal articles on the topic 'Entrepreneurial decision-making'

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Author: Grafiati

Published: 4 June 2021

Last updated: 10 March 2023

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1

Jr., William Benjamin Martz, Thomas Neil, and Alessandro Biscaccianti. "Exploring entrepreneurial decision-making strategies." International Journal of Innovation and Learning 3, no. 6 (2006): 658. http://dx.doi.org/10.1504/ijil.2006.010518.

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2

Shepherd, Dean A., Trenton A. Williams, and Holger Patzelt. "Thinking About Entrepreneurial Decision Making." Journal of Management 41, no. 1 (July 14, 2014): 11–46. http://dx.doi.org/10.1177/0149206314541153.

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3

Miao, Qing, and Ling Liu. "A psychological model of entrepreneurial decision making." Social Behavior and Personality: an international journal 38, no. 3 (April 1, 2010): 357–63. http://dx.doi.org/10.2224/sbp.2010.38.3.357.

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A causal model of a mechanism related to entrepreneurial decision making was built using information obtained from psychological questionnaires (the Entrepreneurial Alertness Questionnaire, Miao, 2006; The Prior Knowledge Questionnaire, derived from Shane, 2000, and 2 questionnaires developed by Miao - The Entrepreneurial Opportunity and Entrepreneurial Decision Making Questionnaire). Based on data from 327 entrepreneurs, the hypothesized structural equation model was validated. Results indicated that the individual psychological factors (entrepreneurial alertness and prior knowledge) were the antecedents of entrepreneurial opportunity recognition and influenced entrepreneurial decision-making criteria. Therefore, it was evident that opportunity recognition played a key mediating role in the model.

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4

Yi, Rui, Bei Lyu, Haojun Wang, and Wenxiang Huang. "Entrepreneurial passion, entrepreneurial expectation and entrepreneurial decision-making among college students." Journal of Psychology in Africa 30, no. 4 (August 3, 2020): 323–29. http://dx.doi.org/10.1080/14330237.2020.1796094.

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De Winnaar, Kaylee, and Frances Scholtz. "Entrepreneurial decision-making: new conceptual perspectives." Management Decision 58, no. 7 (March 18, 2019): 1283–300. http://dx.doi.org/10.1108/md-11-2017-1152.

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Purpose The purpose of this paper is to call for inclusion of alternative but complementary conceptual perspectives in entrepreneurial decision-making theory and practice. Design/methodology/approach A conceptual approach, drawing on two sets of theoretical perspectives relating to decision making of entrepreneurs, is adopted. Findings The paper presents a conceptual framework of entrepreneurial decision making utilising the intersection between a metacognitive model of the entrepreneurial mindset and the recognition-primed decision-making theory. The paper argues that the convergence of these theoretical viewpoints provides a selection of decision-making processes for entrepreneurs in an uncertain business environment. Practical implications Decision-making models and tools are available to entrepreneurs; however, the relevance and applicability are restrained by the complexity and uncertainty of business environments in which entrepreneurs operate. New and more inclusive conceptual perspectives are required to improve the accuracy of decision making. Originality/value The study offers a framework that integrates two diverse theoretical dimensions of entrepreneurial decision making. The findings of this study provide direction for practice and for future research on entrepreneurial decision making. The paper intends to encourage researchers to support a new combined theoretical approach and to help practitioners better understand the reasons for entrepreneurial decision failure.

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Pletnev, D. A., and T. V. Levikova. "Causation Logic of Entrepreneurial Decision-Making." Bulletin of Chelyabinsk State University, no. 10 (2020): 218–22. http://dx.doi.org/10.47475/1994-2796-2020-11027.

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7

Chang, Jane, and Alison Rieple. "Entrepreneurial decision-making in a microcosm." Management Learning 49, no. 4 (July 8, 2018): 471–97. http://dx.doi.org/10.1177/1350507618777929.

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This study investigates when, how and why students use opportunity management behaviours (causation, effectuation and bricolage) within a fundraising project that acted as a microcosm of the entrepreneur’s world. Such a pedagogical device reveals students’ use of different opportunity management behaviours over the different stages of entrepreneurship. Although research has confirmed the use of these behaviours by entrepreneurs, how student entrepreneurs learn, and practice, them, remains underexplored. Causation is the predominant focus for university teaching, yet our data reveal that students adopted all three behaviours at different stages of the fundraising project as they responded to different contextual forces. Our findings suggest that opportunity management theories should take a more prominent role in the higher education entrepreneurship curriculum. Educators also need to provide a better means of facilitating students to learn about, and practice, a greater repertoire of opportunity management behaviours than is currently the case.

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8

Busenitz, Lowell W. "Entrepreneurial Risk and Strategic Decision Making." Journal of Applied Behavioral Science 35, no. 3 (September 1999): 325–40. http://dx.doi.org/10.1177/0021886399353005.

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9

Svoboda, E. "Strategic decision-making of the company management using the findings of knowledge management." Agricultural Economics (Zemědělská ekonomika) 54, No. 9 (September 24, 2008): 406–12. http://dx.doi.org/10.17221/2699-agricecon.

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This scientific paper shows the results formulated in the author’s research focused on strategic decision-making of the company management in a new entrepreneurial environment resulting from changes caused by integration processes, the development of information technologies and globalisation factors. The goal of this paper is to publish the changes in behaviour of the management of the selected entrepreneurial entities resulting from new factors of changes affecting the entrepreneurial environment. This is reflected in the process of strategic decision-making of entrepreneurial entities in the necessity to use new methods of decision-making of the company management as a reaction to factors of the external as well as the internal environment. Rapid changes in particular in the external environment require the company management to select new approaches and methods of decision-making and to have a well conceived algorithm enabling a flexible response to customer wishes using the findings of knowledge management.

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10

PINA E CUNHA, MIGUEL. "ENTREPRENEURSHIP AS DECISION MAKING: RATIONAL, INTUITIVE AND IMPROVISATIONAL APPROACHES." Journal of Enterprising Culture 15, no. 01 (March 2007): 1–20. http://dx.doi.org/10.1142/s0218495807000022.

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In this paper entrepreneurship is presented as decision making. Mintzberg and Westley's (2001) decision making typology is adapted to the case of entrepreneurial decision making. These authors complemented the rational, step-by-step mode of decision making, with the intuitive and improvisational modes, Complementing the rational view of decision making with the analysis of entrepreneurship as intuitive or improvisational decision making, a richer and more integrated understanding of entrepreneurial behavior is obtained. To make the implications of the three decision making approaches to entrepreneurship clear, the entrepreneurial process under each of the three modes, will be considered. Ireland, Hitt and Sirmon's (2003) model of strategic entrepreneurship is used as a framework. With this framework, the three resulting theoretical representations of the entrepreneurial process will be discussed. Ireland et al,'s model of strategic entrepreneurship suggests that to understand how entrepreneurial activity leads to competitive advantage and wealth creation, four building blocks of entrepreneurial activity should be considered: entrepreneurial mindset, entrepreneurial culture and leadership, strategic management of resources and application of creativity and development of innovation.

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11

Wang, Guohong, Xiaoli Li, Jianlin Zhou, and Shulin Lan. "The influence of entrepreneurial team’s cognitive adaptability on its risk decision making." Industrial Management & Data Systems 120, no. 2 (October 5, 2019): 329–49. http://dx.doi.org/10.1108/imds-03-2019-0178.

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Purpose The purpose of this paper is to focus on the risk decision making of entrepreneurial team, deconstruct the intermediate process mechanism of cognitive adaptability in promoting risk decision making and reveal the role of opportunity identification and entrepreneurial efficacy in the decision-making process, which clarifies how cognitive adaptability affects decision-making speed and effect. Design/methodology/approach This study establishes a relationship model among entrepreneurial team’s cognitive adaptability, opportunity identification, entrepreneurial efficacy and risk decision making, and selects 316 entrepreneurial teams to empirically study the relationship among core variables using Bootstrap analysis and Johnson–Neyman technology. Findings Cognitive adaptability though has no direct impact on risk decision-making speed, whereas it directly affects risk decision-making effect; opportunity identification has a full mediating effect between cognitive adaptability and decision-making speed, and a partial mediating effect between cognitive adaptability and decision-making effect; entrepreneurial efficacy plays a moderating role between opportunity identification and decision-making speed, and a same role between opportunity identification and decision-making effect. Research limitations/implications First, in setting the research model, the study does not take other moderators into consideration, which might be improved. Second, the study ignores the origin and formation of entrepreneurial team’s cognitive adaptability, the predisposing factors of which might be discussed in the future research. Practical implications The practical implication of this paper is to guide the entrepreneurial team to turn their focus on the impact of highly implicit cognitive adaptability on decision making, which might be divided into two aspects: the first is to enhance the cognitive adaptability of the entrepreneurial team, cultivate team members’ self-examination awareness and self-monitoring habits. The second is to strengthen team’s psychological capital and value the cultivation of entrepreneurial efficacy. Originality/value This paper breaks through the team process and structure perspectives, explores the driving mechanism of entrepreneurial team risk decision making from team cognition perspective, and deconstructs the logical framework of cognitive adaptability’s influence on risk decision making. This paper applies Johnson–Neyman technology to quantify the mediating effect entrepreneurial efficacy exerts on cognitive adaptability and decision-making speed, as well as on cognitive adaptability and decision-making effect.

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12

Wang, Shaoying, Linghui Liu, and Shaoyu Wang. "Influence of the Cognition of Student Entrepreneurs on Decision Making Based on Factor Analysis." International Journal of Emerging Technologies in Learning (iJET) 14, no. 12 (June 27, 2019): 158. http://dx.doi.org/10.3991/ijet.v14i12.10358.

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With the progress of science and technology, the emergence of new technologies has greatly promoted young college students' entrepreneurial boom. However, the progress of science and technology not only brings more opportunities for entrepreneurship, but also makes the market competition more intense. High-speed information updating makes the risk of entrepreneurship sharply increase. Individual entrepreneurship gradually transforms into group entrepreneurship, further increasing the complexity of decision-making. In order to reduce entrepreneurial decision-making errors, this study empirically analyzed the impact of entrepreneurial cognitive ability on entrepreneurial decision-making of entrepreneurial groups of students in Beiijing, Shanghai, Guangzhou and other regions who have been entrepreneurs for three months to six years. The data of five factors, entrepreneurial consensus ability, professional allocation ability, monitoring and control ability, decision-making speed and effect of decision making, were collected through questionnaire. The relationships between the factors were initially determined using SPSS, and the causal relationship was further analyzed using multi-variable regression analysis. The results showed that entrepreneurial consensus ability and professional allocation ability had a significant positive impact on decision-making speed, monitoring and control ability had no significant impact on decision-making speed, professional allocation ability and monitoring ability had a significant positive impact on decision-making effect, and entrepreneurial consensus ability had no significant impact on decision-making effect. In conclusion, entrepreneurial cognitive ability of student entrepreneurs has a significant impact on entrepreneurial decision-making.

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13

Wei, Xueyan, and Robert D. Hisrich. "Error Orientation and Entrepreneurial Decision Making in Chinese Enterprises: Opportunity Identification As Mediator." Social Behavior and Personality: an international journal 44, no. 4 (May 18, 2016): 555–68. http://dx.doi.org/10.2224/sbp.2016.44.4.555.

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We examined how error orientation and opportunity identification behavior relate to entrepreneurial decision making in Chinese small and medium enterprises (SMEs) and how these perceptions of opportunity identification mediate the effects of error orientation on entrepreneurial decision making. We analyzed 187 questionnaires from participants in SME firms in China. The results indicated that perceived error orientation and opportunity identification were related to and explained variance in entrepreneurial decision making. Opportunity identification also fully or partially mediated the relationship between error orientation and entrepreneurial decision making. Elevating opportunity identification beliefs and clarifying an entrepreneur's understanding of the importance of opportunity identification for the functionality and effectiveness of his/her firm can help promote entrepreneurial decision making. Alertness to error orientation can contribute to the development of stronger perceptions of entrepreneurial opportunity identification and lead to better entrepreneurial decision making.

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14

Kowalik, Izabela, Lidia Danik, Agnieszka Pleśniak, and Elżbieta Duliniec. "Decision Making and Entrepreneurial Orientation of SMEs." International Journal of Applied Behavioral Economics 10, no. 2 (April 2021): 20–34. http://dx.doi.org/10.4018/ijabe.2021040102.

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Recently there have been several reports concerning the SMEs' decision-making in the foreign markets, including the discussion comparing the so-called “effectual” decision-making style with the causative one. The study aims to investigate the nature of the decision making of SME-exporters and to analyze the relationship of the decision-making style with their entrepreneurial orientation. A mixed-mode CAWI/CATI method was applied to 300 Polish SMEs from the manufacturing sector in the Spring of 2018. To assess their decision making, the scale based on Chandler et al. was used, and to evaluate their entrepreneurial orientation, the scale adapted from Fiore et al. was used. As it was found, formal planning dominated the studied firms' decision making. The more advanced international players relied more on formalized contracts with their partners than the other firms. Moreover, there exists a positive and significant association of decision making with entrepreneurial orientation dimensions.

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15

Engel, Yuval, Emma Kleijn, and Svetlana Khapova. "Career as Antecedent of Entrepreneurial Decision-making." Academy of Management Proceedings 2013, no. 1 (January 2013): 10169. http://dx.doi.org/10.5465/ambpp.2013.125.

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16

Brozik, Dallas, and Alina Zapalska. "Entrepreneurial Decision Making in a Dynamic Environment." Journal of East-West Business 12, no. 2-3 (October 17, 2006): 131–69. http://dx.doi.org/10.1300/j097v12n02_07.

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17

Ucbasaran, Deniz. "The Fine ‘Science’ of Entrepreneurial Decision-Making." Journal of Management Studies 45, no. 1 (January 9, 2008): 221–37. http://dx.doi.org/10.1111/j.1467-6486.2007.00751.x.

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18

Vershinina, Natalia, Rowena Barrett, and Peter McHardy. "Logics and rationalisations underpinning entrepreneurial decision-making." Journal of Small Business and Enterprise Development 24, no. 1 (February 20, 2017): 158–75. http://dx.doi.org/10.1108/jsbed-06-2016-0092.

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Purpose The purpose of this paper is to explore the logics that expert entrepreneurs use when faced with a critical incident threat. Design/methodology/approach Attempts have been made to define “entrepreneurial logic”. This paper is influenced by Sarasvathy’s work on high-performance entrepreneurs, which finds that when faced with uncertainty entrepreneurs employ unconventional logic, and encompasses later research acknowledging social contexts where entrepreneurs operate. A typology of decision-making logics is developed, taking into account the situation of crisis. Seven expert entrepreneurs who faced crisis and, despite this, are still successfully operating businesses were interviewed. The paper develops a critical incidents methodology. Findings Experienced entrepreneurs were found to tend towards causal logic when “the stakes were high” and the decision may affect the survival of their business. They also weigh up options before acting and tend to seek advice from trusted “others” within their network before or after they have made a decision. A mixture of causal and intuitive logic is evident in decisions dealing with internal business problems. Research limitations/implications The decisions that entrepreneurs make shape and define their business and their ability to recover from crisis. If researchers can develop an understanding of how entrepreneurs make decisions – what information they draw upon, what support systems they use and the logic of their decision-making and rationalisation – then this can be used to help structure support. Originality/value By exploring decision-making through critical incidents we offer an innovative way to understand context-rich, first-hand experiences and behaviours of entrepreneurs around a focal point.

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Stephens, Simon, Roisin Lyons, and Isobel Cunningham. "The Decision-Making Environment for the Entrepreneurial Student." Journal of Enterprising Culture 29, no. 01 (March 2021): 65–78. http://dx.doi.org/10.1142/s0218495821500047.

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Entrepreneurs are a product of their social environment. The manner by which they perceive opportunities; access or process information; and make decisions is, influenced by both social interaction, and their social background. Using insights from Socially Situated Cognition (SSC) theory, that posits one’s social environment can have a normative or informative effect on decision-making process we consider proximal social factors influencing the decision-making processes of student entrepreneurs. We propose that entrepreneurial education, networking, and incubation spaces provide direct information to students to aid entrepreneurial decision-making, and indirect informational cues that are situational, synergistic and omnipresent. Noting the multi-faceted and dynamic nature of the entrepreneurial journey of the student, we explore the potential effect of each of these factors on the student decision-making process. We discuss the implications of this inquiry from a researcher and educator perspective, and note the current challenges faced by student entrepreneurs in a socially distanced educational and entrepreneurial context. It is envisaged that this paper will serve as the basis for further thought and empiricism.

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20

Mei, Hong, Ching-Hung Lee, and Yuanyuan Xiang. "Entrepreneurship Education and Students’ Entrepreneurial Intention in Higher Education." Education Sciences 10, no. 9 (September 22, 2020): 257. http://dx.doi.org/10.3390/educsci10090257.

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Facing the challenging employment situation and the changing labor market, developing student entrepreneurial intention has attracted significant policy consideration in China. This study describes the background of entrepreneurship education in China’s higher education institutes and explores the influences of entrepreneurship education on student entrepreneurial intention. Using data from a survey on students in China, this study finds that students in different types of institutions and different major fields had a different level of engagement in entrepreneurship education. Further, the higher the level of entrepreneurship education the students received, the stronger their self-efficacy of entrepreneurial decision-making was, and the stronger their entrepreneurial intention was. Student entrepreneurial decision-making self-efficacy played a mediating role between entrepreneurship education and student entrepreneurial intention. We found that entrepreneurship education has a positive effect on entrepreneurial intention. Entrepreneurship education course-taking has a positive effect on entrepreneurial decision-making. Furthermore, the positive effect of self-efficacy of entrepreneurial decision-making on entrepreneurial intention was also confirmed. We also found that self-efficacy of entrepreneurial decision-making played the significant role of mediator between entrepreneurship education and entrepreneurial intention. The findings also showed a difference between the current China context and the western context that taking entrepreneurship-related classes had more considerable influences on student entrepreneurial intention than entrepreneurship-related practicum. We discuss the implications of the improvement of higher education in China and relevance to other contexts.

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Mei, Maggie Qiuzhu, and Jojo Jacob. "A Status Perspective on Entrepreneurial Decision-Making Autonomy." Academy of Management Proceedings 2019, no. 1 (August 1, 2019): 17960. http://dx.doi.org/10.5465/ambpp.2019.17960abstract.

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Agarwal, Rajshree, Alfonso Gambardella, Sharon Alvarez, Joshua Gans, and Scott Stern. "Entrepreneurial Decision Making and Processes under Fundamental Uncertainty." Academy of Management Proceedings 2018, no. 1 (August 2018): 17487. http://dx.doi.org/10.5465/ambpp.2018.17487symposium.

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23

윤영숙 and 황보윤. "Entrepreneurial Characteristics Affecting on Angel Investors’s Decision making." Asia-Pacific Journal of Business Venturing and Entrepreneurship 9, no. 3 (June 2014): 47–61. http://dx.doi.org/10.16972/apjbve.9.3.201406.47.

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Saes, Maria Sylvia Macchione, André Cavalcanti Rocha Martins, and Paula Sarita Bigio Schnaider. "Entrepreneurial decision-making using the knightian uncertainty approach." Revista de Administração 48, no. 4 (December 19, 2013): 716–26. http://dx.doi.org/10.5700/rausp1116.

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Merigó, José M., Marta Peris-Ortiz, and Daniel Palacios-Marqués. "Entrepreneurial fuzzy group decision-making under complex environments." Journal of Intelligent & Fuzzy Systems 27, no. 2 (2014): 901–12. http://dx.doi.org/10.3233/ifs-131048.

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Nandram, Sharda S., Gaëtan Mourmont, Eva Norlyk Smith, Dennis P. Heaton, and Puneet K. Bindlish. "Understanding entrepreneurial decision-making by objectivizing subtle cues." Journal of Management, Spirituality & Religion 15, no. 5 (August 10, 2018): 398–423. http://dx.doi.org/10.1080/14766086.2018.1503088.

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Sahouri, Dima Nabil, Ibrahim Issa Rantissi, and Samar Jubran Bishouti. "Entrepreneurial Characteristics and Decision Making : Evidence from Jordan." Middle East Journal of Business 10, no. 3 (August 2015): 3–24. http://dx.doi.org/10.5742/mejb.2015.92710.

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Yazdipour, Rassoul. "Decision Making in Entrepreneurial Finance: A Behavioral Perspective." Journal of Entrepreneurial Finance 13, no. 2 (December 1, 2009): 56–75. http://dx.doi.org/10.57229/2373-1761.1021.

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Dunham, Laura, John McVea, and R. Edward Freeman. "Entrepreneurial wisdom: incorporating the ethical and strategic dimensions of entrepreneurial decision-making." International Journal of Entrepreneurship and Small Business 6, no. 1 (2008): 8. http://dx.doi.org/10.1504/ijesb.2008.017386.

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AAS, TOR HELGE, and AHMAD ALAASSAR. "THE IMPACT OF VISUAL PERFORMANCE MANAGEMENT ON DECISION-MAKING IN THE ENTREPRENEURIAL PROCESS." International Journal of Innovation Management 22, no. 05 (June 2018): 1840002. http://dx.doi.org/10.1142/s1363919618400029.

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Effective decision-making is critical for entrepreneurial success due to constantly changing customer needs. Research has indicated that visual performance management approaches have the potential to improve decision-making during operations in established firms. However, how visual performance management may affect decision-making during the entrepreneurial process has not yet been adequately addressed in the extant research literature. To contribute in filling this knowledge gap, a visual performance management tool called Obeya was adapted and utilised during an entrepreneurial process, and its impact on decision-making during the process was qualitatively explored. The findings indicate that the implementation of the Obeya tool has the potential to positively impact the ability to understand and communicate performance related information during the entrepreneurial process. Moreover, these effects may lead to improvements in decision-making. In addition, visual performance management may be a particularly powerful tool when it is combined with the implementation of iterative experimental entrepreneurial processes, such as Lean Startup.

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Gani, Ariel Nian, Muhammad Rofi’i, and Ikhsan Maksum. "Efek sistem pemrosesan informasi rasional dan intuitif pada pengambilan keputusan kewirausahaan: sebuah tinjauan literatur." Jurnal Ekonomi Modernisasi 15, no. 3 (July 31, 2020): 149–61. http://dx.doi.org/10.21067/jem.v15i3.4538.

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The use of rational and intuitive information-processing systems is related to the entrepreneurial decision-making effectiveness. This study aims to comprehensively describe the literature that examines the effects of using rational and intuitive systems on entrepreneurial decision making. Leading literature databases are sought for studies published between 1995 and 2017 that evaluate rational and/or intuitive systems in relation to entrepreneurial decision making. We found ten empirical studies that met our inclusion criteria. There is some evidence from this research that the use of intuitive systems can positively influence entrepreneurial decision making in the early stages of entrepreneurship (e.g, opportunity identification). Other studies report mixed results regarding the impact of using rational and / or intuitive information processing systems for decision making at the next entrepreneurial stage (e.g, Exploitation of opportunities and financial performance). Based on the findings of this review, there are three further research opportunities, namely: (1) researchers must begin to learn about the ability of entrepreneurs to match their cognitive information processing systems with task characteristics; (2) assesses the effectiveness of decision making as the main outcome; and (3) study the construction of entrepreneurial behavior at the individual level in relation to the use of rational and intuitive information processing systems.

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Ye, YingHua. "The Effect of Temporal Distance on Chinese Undergraduates' Entrepreneurial Decision Making." Social Behavior and Personality: an international journal 41, no. 7 (August 1, 2013): 1125–32. http://dx.doi.org/10.2224/sbp.2013.41.7.1125.

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Previous researchers have shown that the entrepreneurial intentions and choices of freshmen and sophomores are higher than those of juniors and seniors in China. In order to explore the reasons for this phenomenon, I conducted an experiment with 126 undergraduates from 3 universities in Zhejiang Province in China to study the relationship between temporal distance and undergraduates' entrepreneurial decision-making process. The results showed that: 1) temporal distance significantly influences undergraduates' entrepreneurial decision making, and 2) entrepreneurial decision tasks in the distant future motivate the undergraduates' cognition of desire for results (high construal level), resulting in a more positive decision, while the tasks in the near future motivate the cognition of feasibility for process (low construal level), resulting in a more negative decision.

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Lohrke, Franz T., Charles M. Carson, and Archie Lockamy. "Bayesian analysis in entrepreneurship decision-making research." Management Decision 56, no. 5 (May 14, 2018): 972–86. http://dx.doi.org/10.1108/md-12-2016-0948.

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Purpose The purpose of this paper is to review Bayesian analysis in recent entrepreneurship research to assess how scholars have employed these methods to study the entrepreneurship process. Researchers in other business fields (e.g. management science, marketing, and finance) have increasingly employed Bayesian methods to study issues like decision making. To date, however, Bayesian methods have seen only limited use in entrepreneurship research. Design/methodology/approach After providing a general overview of Bayesian methods, this study examines how extant entrepreneurship research published in leading journals has employed Bayesian analysis and highlights topics these studies have investigated most frequently. It next reviews topics that scholars from other business disciplines have investigated using these methods, focusing on issues related to decision making, in particular. Findings Only seven articles published in leading management and entrepreneurship journals between 2000 and 2016 employed or discussed Bayesian methods in depth when studying the entrepreneurship process. In addition, some of these studies were conceptual. Research limitations/implications This review suggests that Bayesian methods may provide another important tool for researchers to employ when studying decision making in high uncertainty situations or the impact of entrepreneurial experience on decision making over time. Originality/value This review demonstrates that Bayesian analysis may be particularly appropriate for entrepreneurship research. By employing these methods, scholars may gain additional insights into entrepreneurial phenomenon by allowing researchers to examine entrepreneurial decision making. Through this review and these recommendations, this study hopes to encourage greater Bayesian analysis usage in future entrepreneurship research.

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Syam, Agus, and Sudarmi Sudarmi. "Analysis of Student Entrepreneurship decision making in the Learning Prerspective." Jurnal Ad'ministrare 6, no. 1 (July 17, 2019): 51. http://dx.doi.org/10.26858/ja.v6i1.9707.

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The main problem of entrepreneurship education in Indonesia is the mindset of most Indonesian people that the goal of continuing education to higher education to become a civil servant is not to be someone who has an entrepreneurial mentality. Entrepreneurship learning has not been able to change the mind-set of college graduates from finding jobs (job seekers) to creating jobs (job creators). Therefore, the formulation of the problem in this study is, "Is there an influence of entrepreneurial learning on student decision making in entrepreneurship at Makassar State University. This study aims to find out, "The effect of entrepreneurial learning on student decision making in entrepreneurship at Makassar State University. This research is an Explanatory Research with a Survey approach with a population of 654 Makassar State University students who propose a Student Creativity Program (PKM) with a sample of 242 which is done by proportional random sampling technique. Therefore, the formulation of the problem in this study is, "Is there an influence of entrepreneurial learning on student decision making in entrepreneurship at Makassar State University. This study aims to find out, "The effect of entrepreneurial learning on student decision making in entrepreneurship at Makassar State University. This research is an Explanatory Research with a Survey approach with a population of 654 Makassar State University students who propose a Student Creativity Program (PKM) with a sample of 242 which is done by proportional random sampling technique. The technique of collecting data uses observation, questionnaires, and documentation. Data analysis using SEM. The results of the study show; "There is a significant effect of entrepreneurial learning on student decision making in entrepreneurship at Makassar State University.

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MCMULLEN, JEFFERY S. "Entrepreneurial judgment as empathic accuracy: a sequential decision-making approach to entrepreneurial action." Journal of Institutional Economics 11, no. 3 (December 18, 2013): 651–81. http://dx.doi.org/10.1017/s1744137413000386.

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Abstract:Entrepreurship theory within economics has long touted the importance of judgment in entrepreneurial action. More recently, proponents have begun to advocate extension of this work to organization studies. However, critics of entrepreneurial judgment have responded by claiming that the construct is only meaningfulpost hocand vapid when examinedex ante. Instead, they claim that, if entrepreneurship theory is to progress, then judgment must be replaced by a process logic known as effectuation. This article examines their claims and redefines the judgment dilemma as one of scope rather than existence. Empathic accuracy is then introduced to offer a means of addressing their criticism without having to deny the existence of entrepreneurial judgment. Empathic accuracy is also shown to be capable of explaining some of the cognitive mechanisms necessary for effectuation and dynamic socio-economic order.

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Cristofaro, Matteo, Maria José Sousa, José Carlos Sanchéz-Garcia, and Aron Larsson. "Contextualized Behavior for Improving Managerial and Entrepreneurial Decision-Making." Administrative Sciences 11, no. 1 (February 10, 2021): 14. http://dx.doi.org/10.3390/admsci11010014.

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Since the conceptualization of bounded rationality by Herbert Simon (1947), management scholars started investigating how people—managers and entrepreneurs—really make decisions within (and for) organizations [...]

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Gani, Ariel Nian. "ANTECEDENTS OF ENTREPRENEURIAL DECISION-MAKING EFFECTIVENESS: A COGNITIVE PERSPECTIVE." Jurnal Orientasi Bisnis dan Entrepreneurship (JOBS) 1, no. 2 (January 23, 2021): 28–38. http://dx.doi.org/10.33476/jobs.v1i2.1681.

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Pengusaha menyesuaikan penggunaan sistem kognitif mereka agar sesuai dengan karakteristik tugas keputusan yang mereka hadapi untuk meningkatkan efektivitas pengambilan keputusan. Namun, literatur tidak memiliki bukti mengenai peran kemampuan untuk mencocokkan sistem kognitif dengan pengambilan keputusan dalam hubungan antara karakteristik tugas keputusan kewirausahaan dan efektivitas pengambilan keputusan. Penelitian ini berpendapat bahwa penggunaan sistem kognitif tertentu dipengaruhi oleh efek dari karakteristik tugas keputusan dan dimoderasi oleh kehadiran kemampuan untuk mencocokkan sistem kognitif dengan pengambilan keputusan. Dalam penelitian ini, teoriteori tentang efektivitas pengambilan keputusan, karakteristik tugas keputusan, dan kemampuan mencocokkan sistem kognitif dengan pengambil keputusan ditinjau dan diintegrasikan. Kemudian, sebuah proposisi dan model teoritis yang komprehensif dikembangkan. Kontribusi teoritis utama dari model ini juga dibahas.

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Bylund, Per L., and Trey Malone. "Understanding the Role of Perceptions in Entrepreneurial Decision-Making." Academy of Management Proceedings 2019, no. 1 (August 1, 2019): 16781. http://dx.doi.org/10.5465/ambpp.2019.16781abstract.

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Malasowe, B. O., and A. Emuobonuvie. "Modelling Entrepreneurial Decision Making Process Using Fuzzy Inference Systems." Advances in Multidisciplinary and scientific Research Journal Publication 29 (December 15, 2021): 99–110. http://dx.doi.org/10.22624/aims/abmic2021-v2-p8.

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The essence of Entrepreneurship is making decisions that are constantly required to evaluate alternatives and make decisions regarding a wide range of matters. Decision making involves a lot of uncertainty and risk which poses serious challenges for Entrepreneurs to joggle among them in other to take the best decision. Study have shown that focus has been mainly on the analysis of the characteristics of potential entrepreneurs and the firm-creation process leaving the critical incredient that will help in decision making. The increasing challenges and complexity of business environments are making business decisions and operations more difficult for entrepreneurs to predict the outcomes of these processes. Hence, this paper proposes a decision support model -Fuzzy Inference System- that could be adapted for various business decision processes. This system has the capability to handle decision making, by critically considering the degree of membership of all the risk involved in a given problem space. The model uses the concept of fuzzy set theory to judiciously select the variables in a given problem space in an uncertain situations. From a real life practical point of view, this theory offers a natural approach to the resolution of multidimensional and complex problems when the available information is sparse and/or of poor quality. The fuzzy rule base sytem soften the adverse effects that a business may suffer from these uncertain factors. Keywords: Fuzzy logic, Membership functions, Decision, Fuzzy Set, Entrepreneur

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Sarasvathy, Saras D. "EFFECTUAL REASONING IN ENTREPRENEURIAL DECISION MAKING: EXISTENCE AND BOUNDS." Academy of Management Proceedings 2001, no. 1 (August 2001): D1—D6. http://dx.doi.org/10.5465/apbpp.2001.6133065.

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Fodor, Oana Catalina, Petru Lucian Curşeu, and Alina Maria Fleştea. "Affective states and ecological rationality in entrepreneurial decision making." Journal of Managerial Psychology 31, no. 7 (September 12, 2016): 1182–97. http://dx.doi.org/10.1108/jmp-07-2015-0275.

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Purpose The purpose of this paper is to explore the impact of affective appraisal dimensions on the use of two ecologically rational, social heuristics: imitate the majority (IMH) and imitate the best (IBH) during an entrepreneurial strategic decision-making process (ESDM). Design/methodology/approach The authors test the hypotheses in a controlled field experiment, on a final sample of 98 entrepreneurs. Findings The study shows that entrepreneurs experiencing affect described by certainty appraisal display a preference for relying on IMH, but not on IBH. Moreover, entrepreneurs who experience unpleasant affect tend to rely more on IMH, rather than IBH. The reverse is true for the entrepreneurs who experience positive affect. Finally, the use of IMH is most likely under unpleasant and certain affect, while the use of IBH is most likely under pleasant and certain affect. Originality/value The main contribution of this study is that it provides initial support for the impact of affective appraisal dimensions on the use of ecologically rational heuristics (i.e. heuristics that save important resources, but bring beneficial results) during an ESDM process.

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Shepherd, Dean A. "Multilevel Entrepreneurship Research: Opportunities for Studying Entrepreneurial Decision Making." Journal of Management 37, no. 2 (May 5, 2010): 412–20. http://dx.doi.org/10.1177/0149206310369940.

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Ürü, F. Oben, Sezer C. Çalıskan, Özlem Atan, and Mustafa Aksu. "How Much Entrepreneurial Characteristics Matter in Strategic Decision-Making?" Procedia - Social and Behavioral Sciences 24 (2011): 538–62. http://dx.doi.org/10.1016/j.sbspro.2011.09.112.

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Gudonavičius, Linas, and Joshua O. Fayomi. "The Relation between Entrepreneurial Personality and Strategic Decision Making." Procedia - Social and Behavioral Sciences 156 (November 2014): 24–29. http://dx.doi.org/10.1016/j.sbspro.2014.11.113.

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Farsi, Jahangir Yadollahi, Pouria Nouri, and Abdolah Ahmadi Kafeshani. "Identifying Decision Making Biases in Entrepreneurial Opportunity Exploitation Decisions." International Business Research 9, no. 5 (April 18, 2016): 158. http://dx.doi.org/10.5539/ibr.v9n5p158.

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<p>Opportunities are the core of entrepreneurial process. By identifying, evaluating and exploiting lucrative opportunities, not only do entrepreneurs make profits for themselves, they also propel their societies to prosperity. In order to exploit opportunities, entrepreneurs need to make various decisions based on their evaluation of opportunities as well as their own capabilities. Most of the time, theses decision are made under reverse circumstances rife with uncertainty, ambiguity, lack of needed resources as well as high time pressure. Thus, it seems reasonable to hypothesize that entrepreneurs’ decisions to exploit opportunities are prone to decision making biases. In order to test this hypothesis, this paper conducted a qualitative content analysis approach by interviewing 17 Iranian entrepreneurs. According to our findings, overconfidence, escalation of commitment, planning fallacy and illusion of control are the common decision making biases in entrepreneurs’ decisions to exploit opportunities.</p>

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Sundermeier, Janina. "The Effects of Hubris on Entrepreneurial Decision-Making Processes." Academy of Management Proceedings 2015, no. 1 (January 2015): 13130. http://dx.doi.org/10.5465/ambpp.2015.13130abstract.

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URU, F. Oben, Sezer C. CALISKAN, Özlem ATAM, and Mustafa AKSU. "HOW MUCH ENTREPRENEURIAL CHARACTERISTICS MATTER IN STRATEGIC DECISION-MAKING." Journal of Global Strategic Management 1, no. 5 (June 15, 2011): 109. http://dx.doi.org/10.20460/jgsm.2011515817.

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Li, Yan, and David Ahlstrom. "Risk-taking in entrepreneurial decision-making: A dynamic model of venture decision." Asia Pacific Journal of Management 37, no. 3 (June 6, 2019): 899–933. http://dx.doi.org/10.1007/s10490-018-9631-7.

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Natasha Katuta, Mwila. "Fiery phoenix PLC – entrepreneurial survival in Zambia." Emerald Emerging Markets Case Studies 10, no. 4 (November 3, 2020): 1–17. http://dx.doi.org/10.1108/eemcs-03-2020-0070.

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Learning outcomes The learning outcomes are as follows: students should be able to provide definitions for ethical dilemmas; students should be able to identify ethical dilemmas in a real business context; and students should be able to determine the outcomes of applying given decision-making models to a specific scenario. Case overview/synopsis The aim of this study is to demonstrate the complexity of ethical decision-making in start-up enterprises in emerging markets. The study draws on two well-known decision-making models to illustrate how their application in this context may lead to conflicting outcomes. The study data was collected through reflective entries provided by the business proprietor. These were followed up by three in-depth interviews. The data was supported by analysis of company documents provided by the case. The study demonstrates the crucible moments in entrepreneurial startups that give rise to ethical questions and the need for decision making. It demonstrates the complexity of ethical decision making in emerging contexts. The study business elected to maintain anonymity for commercial protection. This limits the scope of information that may be divulged. The study and the accompanying teaching note provide context for how to apply decision-making frameworks to real business dilemmas. This study contributes to scholarly work on teaching business ethics to undergraduate students. Complexity academic level Final Year Undergraduate. Supplementary materials Teaching Notes are available for educators only. Subject code CSS 3: Entrepreneurship.

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Bager, Torben Eli, Kim Klyver, and Pia Schou Nielsen. "Special interest in decision making in entrepreneurship policy." Journal of Small Business and Enterprise Development 22, no. 4 (November 16, 2015): 680–97. http://dx.doi.org/10.1108/jsbed-07-2012-0083.

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Purpose – The purpose of this paper is to investigate the role of the special interests of key decision makers in entrepreneurship policy formation at the national level. The core question is: what is the role that special interests play in a situation with significantly improved evidence through a growing number of high-quality international benchmark studies on entrepreneurial performance. Design/methodology/approach – An ethnographic method is applied to analyse in depth the 2005 decision by the Danish Government to shift from a volume-oriented to a growth-oriented entrepreneurship policy. This decision process is an extreme case since Denmark has world-class evidence of its entrepreneurial performance. Findings – Even in such a well-investigated country, which since 2000 has had a pioneering role in the development of the Global Entrepreneurship Monitor study and international register-based studies, the special interests of a few top-level politicians and civil servants have significantly influenced the decision to shift the overall policy. These special interests guided the interpretation of the ambiguous evidence provided by these two benchmark studies. Practical implications – Policy makers are made aware of the need to take a critical view on international benchmark studies, asking what is studied and how and realising that “the truth” about a country’s entrepreneurial performance cannot be found in just one study. Originality/value – The theoretical value of this paper is its challenge to the widespread rationality view in the entrepreneurship policy field and a deepened understanding of how the pursuit of special interests is related to ambiguous evidence and system-level rationality.

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