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Intuitive optimizing for time allocation decisions in newly formed ventures

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  • Lévesque, Moren
  • Schade, Christian
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    Abstract

    This article investigates whether decision makers intuitively optimize close to the normative prediction in entrepreneurial decision situations where their time must be allocated between a wage job and a newly formed venture. We offer an analytical model based on maximizing expected utility, and derive an optimal time allocation strategy for decreasing, constant and increasing returns from time invested in the venture. The model's predictions are tested in a simple questionnaire experiment where respondents have to detect corner solutions, that is, they should allocate to the venture either the maximum or the minimum possible time. Respondents are found to allocate time relatively close to the normative predictions, although with systematic deviations that are consistent with well-known decision anomalies. Risk propensity is found to have an impact on the decisions, but it should not according to the model. Respondents appear to use an anchoring and adjustment procedure and are influenced by the so-called affect heuristic, which may explain why those who do not mathematically optimize have their decision partially driven by their risk propensity. Implications of our findings for entrepreneurs and institutions dealing with entrepreneurs are discussed. --

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    Bibliographic Info

    Paper provided by Humboldt University of Berlin, Interdisciplinary Research Project 373: Quantification and Simulation of Economic Processes in its series SFB 373 Discussion Papers with number 2002,24.

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    Date of creation: 2002
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    Handle: RePEc:zbw:sfb373:200224

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    Related research

    Keywords: Decision Making; Intuitive Optimizing; Micro Economics Model; Time Allocation Strategy; Entrepreneurship; Questionnaire Experiment;

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    1. Busenitz, Lowell W. & Barney, Jay B., 1997. "Differences between entrepreneurs and managers in large organizations: Biases and heuristics in strategic decision-making," Journal of Business Venturing, Elsevier, vol. 12(1), pages 9-30, January.
    2. Levesque, Moren & Shepherd, Dean A. & Douglas, Evan J., 2002. "Employment or self-employment: A dynamic utility-maximizing model," Journal of Business Venturing, Elsevier, vol. 17(3), pages 189-210, May.
    3. Amos Tversky & Daniel Kahneman, 1979. "Prospect Theory: An Analysis of Decision under Risk," Levine's Working Paper Archive 7656, David K. Levine.
    4. Imran S. Currim & Rakesh K. Sarin, 1989. "Prospect Versus Utility," Management Science, INFORMS, vol. 35(1), pages 22-41, January.
    5. Mark McCord & Richard de Neufville, 1986. ""Lottery Equivalents": Reduction of the Certainty Effect Problem in Utility Assessment," Management Science, INFORMS, vol. 32(1), pages 56-60, January.
    6. Tversky, Amos & Kahneman, Daniel, 1992. " Advances in Prospect Theory: Cumulative Representation of Uncertainty," Journal of Risk and Uncertainty, Springer, vol. 5(4), pages 297-323, October.
    7. Forlani, David & Mullins, John W., 2000. "Perceived risks and choices in entrepreneurs' new venture decisions," Journal of Business Venturing, Elsevier, vol. 15(4), pages 305-322, July.
    8. John C. Hershey & Howard C. Kunreuther & Paul J. H. Schoemaker, 1982. "Sources of Bias in Assessment Procedures for Utility Functions," Management Science, INFORMS, vol. 28(8), pages 936-954, August.
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