Quality, value, satisfaction, trust, a

Mapping Retailing Enterpreneur Decisions And Behavior
Arch G. Woodside, Boston College
Abstract
Retailing entrepreneurial behavior requires timely modifications in the assumptions of
entrepreneurs in response to environmental responses / non-responses to decisions / actions of
the new enterprise. This article applies Axelrod's (1976) and Huff’s (1990; Jenkins & Huff 2002)
approach to mapping strategic thought (causal mapping) to: (1) categorize how retailing
entrepreneurs may respond to environmental feedback to their decisions and (2) assess the
effectiveness of alternative implemented decisions in assisting organizational growth. A detailed
example of causal mapping is presented for a retailing entrepreneurial case study; the example
covers processes linking events, decisions, and activities in business start-up, growth, and failure
of the enterprise. The article closes by suggesting that causal mapping is a valuable tool for
advancing case study research. A research plan for future reports applying causal mapping in
retailing entrepreneur studies is suggested.
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