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dc.contributor.advisor Shepherd, Dean A en_US
dc.contributor.author Mitchell, J. Robert en_US
dc.date.accessioned 2010-06-01T21:57:49Z
dc.date.available 2011-04-15T21:24:18Z
dc.date.issued 2010-06-01T21:57:49Z
dc.date.submitted 2006 en_US
dc.identifier.uri http://hdl.handle.net/2022/7360
dc.description Thesis (PhD) - Indiana University, Business, 2006 en_US
dc.description.abstract Ironically in the development of expertise, as expertise increases, an individual's ability to communicate the knowledge associated with that expertise decreases. This lack of transferability can be beneficial (the knowledge is inimitable by competitors), but it can also be detrimental (the knowledge is not usable by colleagues and other stakeholders). These differences likely arise from different types of causal ambiguity. Ambiguity about the attributes of a specific entrepreneurial opportunity represents a barrier to the transferability of knowledge to competitors (beneficial), while ambiguity about the relationship between a specific opportunity and value creation represents a barrier to the transferability of knowledge to stakeholders (detrimental). To reduce specific opportunity/value creation relationship ambiguity, I focus in this research on mechanisms thought to enhance entrepreneurial decision makers' decision-policy consciousness in opportunity evaluation decisions. In a field experiment, I capture the opportunity evaluation decisions of 127 entrepreneurial decision makers in high potential technology ventures, and introduce a series of experimental manipulations hypothesized to increase the decision-policy consciousness of these individuals. The findings suggest that firm founders have lower decision-policy consciousness than non-firm founders; that codification increases decision-policy consciousness; that in increasing decision-policy consciousness, codification is more efficacious for founders than non-founders; that opportunity desirability, feasibility and environment play a significant role in opportunity evaluation; and that as a result of specific individual cognitive factors, systematic differences exist across opportunity evaluation decision policies. In addition to the practical implications of these results for new venture founding, they also contribute to both the entrepreneurial cognition literature and the strategic capabilities literature. en_US
dc.language.iso EN en_US
dc.publisher [Bloomington, Ind.] : Indiana University en_US
dc.subject Entrepreneurship en_US
dc.subject Entrepreneurial Cognition en_US
dc.subject Entrepreneurial Intuition en_US
dc.subject Opportunity Evaluation en_US
dc.subject Knowledge Transfer en_US
dc.subject Leveraging Tacit Knowledge en_US
dc.subject.classification Business Administration, Management (0454) en_US
dc.title ARTICULATING THE INTUITIVE: MECHANISMS FOR ENTREPRENEURS TO COMMUNICATE OPPORTUNITY EVALUATION DECISION POLICIES en_US
dc.type Doctoral Dissertation en_US


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