Solutions and explanations for Previous Exam_2025_Summer Term.pdf are AI-generated based on notes. Official solutions are available in the document.
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b — Multi-sided platforms capture derivative value in the form of user data rather than direct monetary currency like equity or cash. Multi-Sided Business Models
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a — Positive affect leads to global, big-picture perception, so they first see the overall triangle rather than the local squares. Positive Affect
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c — Openness shows a stronger positive correlation with business performance (rₑ ≈ .21) than extraversion (rₑ ≈ .09). Meta-Analytic Findings: Big Five & Entrepreneurship
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b — Customized chocolate bars are better suited to direct/online channels than supermarkets, which are optimized for standardized, ready-made products. Distribution Channels
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b — Reductions in trust and cooperation characterize relationship conflict, whereas task conflict can actually improve idea exchange and decision quality. Types of Conflict
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c — The game benefited from being a late mover that could leverage existing smartphone infrastructure and app store distribution, not from a first-mover strategy. First-Mover vs. Last-Mover
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c — A decacorn is a privately held startup valued at over $10 billion. Growth Ambitions
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not relevant for Winter 2025
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not relevant for Winter 2025
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b — Backward-oriented equity splits focus on past contributions such as opportunity costs, rather than future-oriented factors like titles or future experience. Temporal Orientation
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This was not covered in Winter 2025
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a — Upcycling focuses on reusing existing materials, aligning with the effectuation principle of starting with the resources you already have (bird-in-hand). 1. Bird-in-Hand: Start With Resources
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d — The central route relies on systematic assessment of strong, logical arguments (central cues), unlike the peripheral route which depends on surface cues. Central Route of Persuasion
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b — A pivot is a major strategic shift that reallocates resources to a different opportunity or configuration, not just a minor operational tweak. Resource Mobilization
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c — Strong-tie teams must explicitly renegotiate roles because prior personal history can blur task roles and responsibilities. Strong Ties
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b — Vesting lets founders earn equity over time or milestones, aligning actual future contributions with ownership. Vesting
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not relevant for Winter 2025
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c — Risk (known probabilities) and uncertainty (unknown probabilities) pose fundamentally different challenges and call for different logics (causation vs. effectuation). Risk & Uncertainty
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c — According to Piaskowska et al., start-ups mainly struggle with resource constraints, whereas scale-ups are challenged by reconfiguring their internal resources and activities. Growing vs. Scaling
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c — Feeling good while working is characteristic of harmonious passion, whereas obsessive passion can cause distress when not working and risk burnout. Entrepreneurial Passion
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not relevant for Winter 2025
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c — Asking for a small initial “yes” (“Do you want to get fit and healthy?”) before presenting larger requests is the classic foot-in-the-door technique based on commitment and consistency. Foot-in-the-Door Technique
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a — The core effectuation principles are start with your resources (bird-in-hand), affordable loss, form partnerships (crazy quilt), and leverage surprises, not “iterate and adapt.” Effectuation: Revealing Opportunities
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not relevant for Winter 2025
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c — Vesting is a structured schedule where equity is granted gradually over time or upon reaching milestones. Vesting
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a — Zebras emphasize sustainable growth, mutualistic relationships, and community/value orientation rather than unicorn-style hyper-scaling. Growth Ambitions
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b — Multi-sided models earn revenue from paying customers on one side to access or reach a different user group on the other side. Multi-Sided Business Models
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b — First movers can shape customer preferences and set reference points before competitors enter. First-Mover vs. Last-Mover
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d — Titles belong to forward-oriented splits (future roles and status), whereas backward orientation focuses on idea premium, capital contributed, and opportunity costs. Temporal Orientation
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not relevant for Winter 2025
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not relevant for Winter 2025
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not relevant for Winter 2025
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a — In the Input–Mediator–Outcome framework, team conflict is a process mediator triggered by inputs (e.g., composition) that then affects outcomes. Input-Mediator-Outcome Framework
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a — Displays and fridges are physical assets used to deliver and present the product, so they belong to Key Resources in the BMC. Key Resources
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a — Opportunity recognition here is driven mainly by the surgeon’s prior domain knowledge applied to a new technology (3D printing). Knowledge & Creativity