A scientific approach to entrepreneurial decision‐making: Large‐scale replication and extension
Level 2 - randomized trial
Randomized controlled trial design (graded by design analogy for management research).
OpenAlex W4393152018 · doi:10.1002/smj.3580
What was done
Authors conducted a large-scale replication and extension of Camuffo et al. (2020) across four randomized controlled trials involving 759 firms to evaluate the effects of teaching a scientific approach to entrepreneurial decision-making.
What was found
The abstract reports no numerical estimates, p-values, or confidence intervals. It reports a positive impact on idea termination and a nonlinear effect on radical pivots, with treated firms making a few pivots rather than zero pivots or repeated pivots.
Why it matters
The study shows that scientific thinking can be taught to entrepreneurs, helping them systematically doubt assumptions, eliminate unpromising ideas, and avoid both strategic inertia and excessive pivoting.
Limits
The abstract does not provide numerical effect sizes, variance estimates, intervention details, follow-up duration, or financial performance and survival outcomes.
Cited by
- supports In a study where businesses were randomized to different market research trainings, companies trained in the scientific method to test specific hypotheses pivoted more often and were significantly more likely to succeed and generate revenue.