Finding the extraordinary and creating the unexpected

Abstract

Purpose-This paper aims to present an integrated framework for ethical decision making in uncertain conditions, such as those of entrepreneurship. The model aims to build an exceptional ethical heuristic employable by entrepreneurs. Design/methodology/approach-The theoretical framework is anchored to Aquinas' theory of practical reason virtue, specifically its minor virtue gnome, and the Kantian faculty of genius or to better say its modus operandi. Thanks to the composition of these prima facie distant ontologies it is possible to build a 'ready-to-use' heuristic. Findings-The paper through a philosophical discussion offers a ready-to-use heuristic that may help entrepreneurs and businesspersons when 'navigating' uncertain and troubled situations. In such situations, firstly it is important to recognize the 'exceptionality' of the situation, disregarding where necessary the ordinary criteria of judgment (an act directed by gnome). Secondly, a creative reconstruction of available knowledge able to reshape the 'rules of the game' is needed (an act directed by PR but with connotations drawn from genius). Research limitations/implications-The paper provides only a theoretical conceptualization of the heuristic model. However, the result is a ready-to-use heuristic rule for entrepreneurs, who work in uncertain and unclear conditions. Empirical validation of the framework can represent an opportunity for future research to test the operative impact of such an exceptional ethical heuristic. Originality/value-Little attention has been dedicated to ethical decision making in the entrepreneurial setting built on a virtue ethics approach. This paper's proposed model may represent an innovative alternative to strictly rational models for ethical decision making.

Entrepreneurial passion, orientation and behavior: the moderating role of linear and nonlinear thinking styles

“…The academic literature on entrepreneurial behavior, orientation and decision-making has traditionally relied on a rationalist–positivist perspective, which stresses the role of entrepreneurs' rationality when making a decision or choice or behaving in a certain way (Sonenshein, 2007; Zhong, 2011). In this way, the current conceptualization of entrepreneurial decision-making is almost fully rational, consequential, deliberative and utilitarian in nature (Pellegrini et al , 2016; Zollo et al , 2017b). This emphasis on logical, empirical and analytical cognitive processes has led scholars to refer to entrepreneurs' thinking style as “linear” decision-making (Vance et al , 2007, p. 233; see also Groves et al , 2011).…”

“…This emphasis on logical, empirical and analytical cognitive processes has led scholars to refer to entrepreneurs' thinking style as “linear” decision-making (Vance et al , 2007, p. 233; see also Groves et al , 2011). However, scholars are increasingly recognizing the uncertain, unpredictable, unexpected and highly dynamic nature of the contexts in which entrepreneurs usually make decisions and choices (Groves et al , 2008; Orlandi and Pierce, 2019; Pellegrini et al , 2016). In such contexts, managers' and entrepreneurs' nonlinear “thinking patters as intuition, emotional assessments, creativity, holistic evaluation, imagination and visualization, and insight” assume a key role (Vance et al , 2007, p. 233; see also Sadler-Smith and Shefy, 2004).…”

“…“Intuiting allows decision makers to unconsciously and holistically elaborate external stimuli to make rapid and intuitive judgments when facing dynamic, uncertain, and fast-changing situations requiring immediate cognitive holistic associations” (Zollo, 2020, p. 6), and emotional processing expresses the experiential state of decision-makers by channeling intuition toward conscious reasoning. As a result, the passion, EO and SEB of entrepreneurs are all likely to be highly impacted by nonlinear thinking during unpredictable and unstable socioeconomic situations (Pellegrini et al , 2016). Because System 2 represents the simultaneous and parallel cognitive counterpart to System 1 (Haidt, 2001), it is also plausible to hypothesize a significant moderating influence of entrepreneurs' key elements of linear thinking, such as logical, analytical, hypothetical and rational deliberation, on their passion, their orientation and ultimately their behavior.…”

“…Though entrepreneurs need to think rationally in everyday strategymaking decisions, nonlinear elements, such as emotive, intuitive and unconscious information processing systems, also significantly impact upon the effectiveness of entrepreneurs' strategic decision-making behavior (Vance et al, 2007;Groves et al, 2008Groves et al, , 2011Orlandi and Pierce, 2019). This is particularly true nowadays, when cognitive rational mechanisms often fail to satisfy an entrepreneur's need to successfully exploit new market opportunities (Pellegrini et al, 2016;Zollo, 2020). To fill these gaps, this research aims to answer the following research question: how do entrepreneurs' linear and nonlinear thinking styles affect the relationship between entrepreneurial passion, orientation and strategic behavior?…”

“…The simple assumption that “good” entrepreneurs are directly related to the success of a business is insufficient. In contemporary organizations, as a result of the dynamic and unstable changes affecting highly competitive markets (Pellegrini et al , 2016), one of the most challenging aspects for entrepreneurs is how to improve the development of successful entrepreneurial activities, creating socioeconomic value for the community in general. Specifically, scholars have analyzed the antecedents of strategic entrepreneurship behavior (SEB) – namely the ability to exploit and innovatively generate opportunities – to identify the main levers through which to improve the creation, success, longevity and survival of entrepreneurial firms (Kantur, 2016).…”