Quality, value, satisfaction, trust, a

individual summary maps of the Millie case. Note that this summary map does reflect most of
the defining propositions described as representative of entrepreneur Behavior. For example,
the first box in the map verifies the sixth proposition that most entrepreneurs have a history of
starting several new ventures that fail.
Figure 1 here.
In Figure 1, search and venture concept formulation is shown as leading steps before
funding search. This sequence fits the fifth proposition and what Stevenson et al. (1989, p. 7)
focus on to define "entrepreneurship as a behavioral phenomenon." The appearance of box 14,
unrealistic sales growth forecasts, is a concept that may often appear in entrepreneur causal
maps; this concept may be an outcome of the fourth proposition that growth, not efficiency, is
the dominant goal of the entrepreneurial organization; thus, the entrepreneur is focused on
growth in sales volume, not cost control or profits. The rapid increase in costs reported in box 13
reflects the lack of cost control of the fifth proposition.
Of course, empirically testing of the eight propositions is not possible based on a
summary of one case. However, the summary presented in Figure 1 serves to illustrate that
several propositions representative of entrepreneur behavior are likely to occur in causal maps of
such behavior. Testing for the occurrence of each proposition is possible using large sample
sizes of entrepreneur case studies (e.g., n > 100). To test the eighth proposition on transforming
entrepreneur to planning modes of strategy-making would require case samples to include
successes and failures that extend through long time periods, for example, five to ten years of life
for each case.
Detailed Causal Map of Entrepreneur Start-up, Growth, and Demise
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