RESPONSIBLE ENTREPRENEURSHIP VISION DEVELOPMENT AND ETHICS

374 RESPONSIBLE ENTREPRENEURSHIP
– Results. Criteria here are the scope and significance of positive results that are achieved
over time and at different business actors.
For each key success factor based on empirical studies have been developed groups of
organizational practices.
The process for the evaluation must include the following steps:
– Step 1. At each business actor for all critical success factors selected leading stakeholders,
managing collaborative innovations calculates score estimates in the aforementioned three
aspects;
– Step 2. Assessments in the three aspects of each business actor are averaged and rounded
and the results are plotted on registration cards;
– Step 3. The procedure is repeated for all critical success factors. The results for all business
actors are averaged to obtain a comprehensive assessment of all critical success factors.
– Step 4. Connecting the obtained results with the implementation of trust maturity. Scores
around 1 meet Level I trust maturity. Scores between 2 and 3 meet Level II trust maturity.
Scores between 4 and 6 meet Level III trust maturity. Scores between 7 and 10 meet Level
IV trust maturity.
Conclusions
As businesses begin its path to maturity of trust reliance on business networks, they should
take into account the benefits and risks of this (Hansen, Hoskisson, & Barney, 2008). Experience
shows that building a relationship based on trust (above Level II maturity) is difficult
and involves considerable costs both in terms of investment and in terms of protection from
vulnerability. So one might wonder whether the maturity of trust worth the effort and risk.
For many businesses the lack of potential for generating unique value is grounds for a negative
response and the lack of complementary skills or inability to find partners to share abilities
for cooperation.
It is needed benevolent thinking and diligence to mitigate the consequences of the risk.
Naive assessment of the partners may threaten businesses from unscrupulous behavior towards
them. Before reaching the levels III and IV of trust relationships, managers must carefully
assess partners, since they are carried out business operations, not simply formed cooperative
ties.
In terms of benefits levels I and II of trust relationships generate costs and benefits that
are needed for today’s competitive environment. Most businesses feel comfort and pursue
such benefits based on trust business operations. But it must not forget mentioned in this work
considerations about incentives.
This is the initial version of the model for assessing the trust maturity, which requires further
improvement and evaluation in practical terms.
It is envisaged that the validation of the developed model to assign an expert group of
managers from businesses of Bulgarian furniture cluster. All participants in the group will
provided with full information on the structure and characteristics of the model, accompanied
by a questionnaire. The resulting feedback will be analyzed by the author and will be
made refinements and adjustments. It is envisaged that with the advanced model to carry out
a study of trust maturity in enterprises of Bulgarian furniture cluster based on specific inno-