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entrepreneurs can

significantly
benefit from formal Unexpected
The lack of learning- growth can
business plans to set lead to unexpected
oriented planning and
objectives, generate and outcomes;
control systems Increasingas a major
Critical
Interesting evaluations
features of
that understanding the dynamics
No Topic BM
Authors business for
evaluate communicating
model
Previous changes
Research new cause
Approachesof crisis in SMEs’
tocommercial
Problem business
Bianchi, characterize
The
model eclectic
strategies, ofby the
theory
business;
monitor main of
and generated
growth
Static by
management;
perspective SME's
prevents
11 ESG Bivona induced
causes strategic
oftofailure in small model
and analysis
financial needs
policies to
on
entrepreneurship
Conventional
commit
initiatives their
are BM owner
Though
nascent
support only
strong learn
strategists from
evidence
entrepreneurs and
Bianchi
(2000) business growth sales revenues and
12 BMA
ESG / presented
structures
implementation,
difficult sinceby Verheul
are often
conventional et al. Interconnection
andlacking financial
exists forperformance
experimenting
decision-makers, supporting ofenabling
with and
the
their
Business (2002)
Grosser; Scholars
management
(2002)
of an and
provides
effective practitioners
a profitability,
entrepreneurship, onpicture;
one side,
internal
Dynamic
13 Model communicate
Serious
management games are
tools seen
(e.g., as not
value for
Business
them of
tobigger
game
Models basedand,
evaluate strategic as a
Business Jovy (2016) have
Cosenz; awith criticizedway
comprehensive
communication
different
convenient the adoption
framework
capability
stakeholders.
to and
These
Smallerthe
learning,
result, networking
approaches
(entrepreneurial
firms
research
identifying often the capital
generate
intention),
lack
most
14 Business SWOT tooanalysis, industry initiatives andon alternatives
(2017) of
Simulation in
and
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quality
experience external
other due
the perspective
hand,tomacro-
complex and
(1) a too valuable
and liquidity,
external
managerial
concerning insights
and the
intoother
(institutional)
their financial
impact BMfS,
on
Model Noto
Teplov analysis, portfolio analysis) effective
This
in underutilization
fluent environments may be
15 Business
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level
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focus of
determinants,
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life-world of
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factors do
resources; business
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entrepreneurial fully
national
this owner
inhibits
intentions them
(DBM) Abdelkafi; cannot sufficiently capture strategies,
associatedwith especiallya lack in
of
for (2016) conventional
Despite stillthe Business
fact that BMfS where
ABMS there isthe little or no
16 Model
Simulation* Valuable
work
supply
prevents
conducted
the insights
rests
one
entrepreneur on
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the
inframing
an conceptualize
wealth
from
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been
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formal ofeconomic
neglected;
business control
how Whilst
to
Tauscher
Newbery; and
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representations.
promising research prior experience.
Sustainabilit (2016) concepts
implications
and
the
by demand
dynamic
other
environment for
scholarsfor individual
complexity
that protects of relationship
Most
growth)
systems.
previous works
sustainability
design remains
real between
that
world
and
conceptualmodels consider the on
17 ESG
y (BMfS) Lean; Moizer dynamic
Cannavacciu methodology
learning
business
(Hutchinson and
entrepreneurship,
sectors in and
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and design
Ray of Assessing
com-pany,
EL as determined
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new and venture's
customers,
by
is not
the student
complexity from key 1986;
risks, entrepreneurial
profitability
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potential for experience
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18 ES (2014)
olo, et al entrepreneurship,
alternative
eventually
markets,
Robinson (2) approaches
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anda Pearce the
bounded to and the
exceptional
explained natural
bycircumstances
traditional
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has beendue
difficult established
to the as one
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19 ES (2017) published
entrepreneurship
decision
focus onand
Sexton
emotional applications
process
financial
Van Auken
trauma, of whilst of such
environment.
ashaving
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factor failure,
analysis.
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Choi (2017) ABMS
Cosenz education
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1985) has
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positive causal creation
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20 BMS concepts
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firms. agents,
As a result,
(2017) are
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explain
associated the
double-loop how breakthrough
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learning. have begun stakeholders are often the
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play. andapproach
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to agents’
entrepreneurial
plausible experience
behavioral
to beinpublished reluctant to commit to novel
sources
P&C of value,in(3) a
SMEs. is unknown
rules that are consistent
entrepreneurship . ventures.
shortage of a selective with the literature.
approach to identify the
main variables underlying a
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(4) a lack of a systemic
perspective in depicting
both business performance
management and
measurement

ESG Entrepreneurial Serious Games


BMA Business Model Analysis
BMI Business Model Innovation
ENT Entrepreneurship
ESG Entrepreneurial Simulation
Demonstrate how interactive
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