Entrepreneurial Decision Making and the Effect on Business Models

Entrepreneurial decision making and the effect on business models.
D o entrepreneurs take decisions based on gut feeling rather than on facts?

Marijn A.W. Mulders
Clemens P.J.A. van den Broek
Avans University of Applied sciences,
Breda, The Netherlands
March 2012

Entrepreneurial decision making and the effect on business models.
EFMD, European Foundation for Management Development

Paper for Entrepreneurial Activities and Support of Entrepreneurs

\march 5th and 6th 2012

Table of Contents
Abstract.................................................................................................................................................... 4
Introduction .............................................................................................................................................. 5
The Avans Centre for Entrepreneurship .............................................................................................. 6
Aim of this paper .................................................................................................................................. 6
Business Models ..................................................................................................................................... 7
The Business model canvas................................................................................................................ 8
Empirical research in business models ............................................................................................... 9
Evaluating Business Models.............................................................................................................. 10
Entrepreneurship ................................................................................................................................... 12
Information gathering and distribution. .............................................................................................. 12
Discover

References: Kim, W., Mauborgne R. (2005), Blue Ocean Strategy, Harvard Business School Press 3 Gunnarsson, J, (2011), Hostmanship, Hostmanship Development Group 4 Meertens, E., Mulders, M. (2011), Klantgericht Organiseren, Noordhoff Uitegeverijen 5 Mulders, M.,(2010), 101 Management Models, NoordhoffUitgevers. 6 Sifeng Liu, Jeffrey Yi-Lin Forrest(2010).Grey Systems:Theory and Application Teece, D. J. 2010. Business models, business strategy and innovation. Long Range Planning, 43: 172-194. Hamel, G. 2000. Leading the revolution. Boston: Harvard Business School Press 10 Casadesus-Masanell, R., & Ricart, J. E. 2010. From strategy to business models and to tactics. Long Range Markides, C., & Charitou, C. D. 2004. Competing with dual business models: A contingency approach Zott, C., & Amit, R. 2007. Business model design and the performance of entrepreneurial firms. Linder, J. and S. Cantrell (2000). "Changing Business Models: Surveying the Landscape" accenture Institute for Strategic Change. Grigori D. ( 2001) Improving Business Process Quality through ExceptionUnderstanding, Prediction, and PreventionProceedings of the 27th VLDB Conference,Roma, Italy, 2001 K.Hofmann (2007), Psychology of decision making in economics, business and finance. Nova Publishers Journal of Information Sciences Volume 27 (2001), The use of graphs as decision aids in relation to information overload and managerial decision quality, influence perception, increase appeal, make better design decisions, and teach through design;Rockport Publishers, 2010 28 Dunn, T., Robertson, M.,& Samuelson, L., (1988), Patterns of firm entry and exit in US Hannan,M.,& Freeman, J., (1984), Structural inertia and organizational change, American Social Review, 49, 149-164