In the research reported here, we compared how future-oriented cognitive processes underpin differences in the quality of new venture ideas (NVIs) generated by respondents. We primed the use of future-oriented cognitive processes in two experiments. The first experiment shows that prospective thinking leads to NVIs of higher quality in comparison to counterfactual thinking, perspective taking and a control group. The second experiment shows that prospective thinking and perspective taking result in NVIs of higher quality compared to counterfactual thinking and the control group. We also find that prior knowledge of technology strengthens these effects. Post hoc analyses show that these effects are present when respondents are prompted to generate NVIs, but not when they spontaneously generate NVIs, and that respondents with more prior business experience are more likely to spontaneously generate NVIs. Finally, we discuss contributions our research makes to the literature on entrepreneurial cognition and opportunity recognition, and to practice.

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Then there are those that might be considered negative or "costs" in the mind of the entrepreneur if realized:  (Risk of) Likelihood of Failure  Liability of newness (lack of credibility) (Hannan & Freeman, 1984)  Liability of smallness (lack of impact in the market) Bruederl et al., 1992  Lack of self efficacy/self doubt; Regretful thinking (self = venture) (Markman, G., Balkin, D. and Baron, R. (2002)).  Lack of security net (alone)  Uncertainty (ignorance about the future, Alvarez & Busenitz, (2001))  Stress/pressure/Burn-out (over extended)  Ridicule (social embarrassment)  Bankruptcy/Financial Ruin These constructs will be fed into an ROI analysis and converted into a testable model conducive to neuro-trials. Both the qualitative and the converted quantitative models can be used.

Our research finds that even before a start-up has formed, a combination of the entrepreneur's willingness and ability to internationalize determines the likelihood that an entrepreneur will in fact internationalize. Even before a venture is launched, entrepreneurs already have an internationalization mindset that influences their engagement in internationalization activities later on in the entrepreneurial process. Two hundred and thirteen early-stage entrepreneurs in a business accelerator participated in this research. Using intake data, we mapped their entrepreneurial internationalization mindset profiles. Two years after intake, we observed the actual internationalization behavior of the firms. We discuss the implications of our research for entrepreneurship policy makers, support organizations, business accelerators, and entrepreneurs.

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