| dc.description.abstract | The business environment is marked by marked uncertainties, by borderless competitiveness, by different business types, by innovative management models and by differentiated entrepreneurial strategies, which arise in response to the accelerated demands of the market. Given this reality, the idea that standardized procedures and attitudes are sufficient for business success is in a continuous process of transformation. In this challenging scenario, startups stand out on the one hand, as a reflection of current entrepreneurial behavior stimulated by a market reality and which carry with them characteristics that differentiate them from traditional business models. On the other hand, the accelerated emergence of startups requires specific decision-making processes that accompany this entrepreneurial dynamic in their life cycle in order to increase their survival. Therefore, in the investigation of entrepreneurial decisionmaking in contexts of uncertainty, the Effectuation Theory proposed as an alternative to the classic decision model (based on the principle of causality and prediction) is evidenced, whose conceptual basis that enables its operationalization is the idea of losses tolerable, precommitments to potential stakeholders, exploring contingencies and controlling an unpredictable future. In this sense, this thesis aims to explain the decision-making process in the life cycle of startups from the perspective of the Effectuation Theory. As a method, multiple case studies were chosen with a qualitative and exploratory approach and as data collection techniques: interviews, documents and observation. The study was carried out with nine startups in the Southern Region of the State of Rio Grande do Sul, Brazil. The research results indicate that under the perspective of the Effectuation Theory there is no linearity in the decisions in the life cycle of startups, given the conjunction of causation and effectuation evidence in its orthogonality. Also noteworthy is the existence of a period prior to the foundation of the business that directly interferes with the life cycle of startups that starts from a reflexive analysis of who the entrepreneur is, what he knows and with whom he relates. Another timely conclusion is that the business model for startups also requires a specific entrepreneur profile and, consequently, traditional models of management education and startups' life cycles no longer contemplate them. | en |
