P-ISSN 1081-8510
E-ISSN 2380-1751
Vol. 22, Issue 1, 2011January 21, 2011 CDT
ccby-4.0
When It’s Right to Be “Wrong”: The Effects of Overconfidence and Planning on Product Performance in a Dynamic Environment
When It’s Right to Be “Wrong”: The Effects of Overconfidence and Planning on Product Performance in a Dynamic Environment
Articles in Vol. 22, Issue 1, 2011
Vol. 22, Issue 1, 2011
- From the EditorJSBS Editor
- In Memorium: A Personal NoteJSBS Editor
- A Resource-Based View of Three Forms of Business in the Startup Phase: Implications for FranchisingDianne H.B. WelshAmy E. DavisDavid E. DesplacesCecilia McHugh Falbe
- Approaching the PSED: "Some Assembly Required"Kelly G. ShaverAmy E. DavisMark S. Kindy
- Female & Male Entrepreneurs' Perceived Value of Formal Networks: Are There Differences?Debra S. MalewickiCathleen A. (Folker) Leitch
- The Impact of Public Assistance Programs on Small Businesses: Strategic Planning, Entrepreneurship Resources Usage, and Market Orientation as Mediating VariablesRami SchayekDov Dvir
- When It's Right to Be "Wrong": The Effects of Overconfidence and Planning on Product Performance in a Dynamic EnvironmentMark SimonJohn KimSusan M. HoughtonXiaodong Deng
Simon, M., Kim, J., Houghton, S. M., & Deng, X. (2011). When It’s Right to be “Wrong”: The Effects of Overconfidence and Planning on Product Performance in a Dynamic Environment. Journal of Small Business Strategy, 22(1), 21–46.