Valentim Aparecido Biazzoti Junior
Master Degree Entrepreneurship – The Decision-Making Process During the Construction of The Business Model: Case Studies on Social Business
Adviser: Profa. Dra. Rosa Maria Fischer
Comission: Profs. Drs. Edson Sadao Iizuka, Graziella Maria Comini e Edgard Elie Roger Barki
Link YouTube: https://youtu.be/GZKewxBqKGo
In a context in which the first agents to intervene and respond to socioeconomic imbalances, such as government and development agencies, did not do so in a scalable and effective way, a gap arises that encourages the creation of new organizational formats such as social businesses: organization that incorporates socio-environmental objectives to economic objectives. If, on the one hand, the union of these objectives has the potential to present a viable solution to the complex socio-economic challenges, on the other, much is discussed about tensions, conflicts and the very sustainability of this hybrid model. For this reason, the present study investigated the ways in which the socio-environmental business entrepreneur makes decisions to build his business model during the modeling process. This focus isjustified by the need for greater exploration of business models that can be used by these organizations and, secondly, by the field still under investigation on how the tensions arisingfrom the union of objectives originate and how the entrepreneur can better deal with them. Asfor the purposes, this was an exploratory and descriptive research; as for the means of investigation, multiple case studies were constructed using theoretical-conceptual frameworks, semi-structured in-depth research supported by the Critical Incident Technique and secondary data, with a convenience sample of four social businesses. From the analysis
performed with the structure of the Constant Comparison Method, it was possible to see important trends. Past experiences, values and ways of thinking of entrepreneurs have influenced different moments: from the formation of their intentionality to reasons for changing the business model. It was also possible to identify a mechanism of Mimese in entrepreneurs, an act by which they were inspired by and appropriated elements from other organizations to format the first version of their business; these initial decisions, in fact, tended to endure even to their most recent business models. The presence of normative models, especially those related to validations, corrective actions and a well-structured decision-making process with clear objectives, presented itself as a positive influence factor in the cases studied. The lens of cognitive biases proved fruitful during the analysis, presenting Mission Spiral as an influential bias in important decisions and describing two types of tensions in social enterprises: a priori and a posteriori . In addition to tensions, many synergies were also found as a result of the union of economic and socio-environmental objectives, which were important even in times of scalability. Finally, it was possible to deepen the theme of Mission Drift from the separation of objectives and socioenvironmental results, creating connections with the themes of intentionality, cognitive bias, failure to receive new information and to allocate essential resources to the economic objective.
*Abstract provided by the author