# Paper Structure Table | Section | Subsection | Content Summary | Priority | |---------|------------|-----------------|----------| | **Abstract** | | Define STRAP, focus on acceptance probabilities, mention independent & interdependent models, Sublime Systems case | 3 | | **1. Introduction** | | | | | | 1.1 Entrepreneurial Decision-Making Reimagined | Entrepreneurship as universal cognitive process, current guidance fails | 4 | | | 1.2 Context | Resource-constrained entrepreneurs, sequence matters, examples (Segway, Tesla) | 2 | | | 1.3 Literature Foundation | Lean Startup, operations literature, platform strategy | 5 | | | 1.4 Gap | No objective function, excessive domain specificity | 3 | | | 1.5 Approach | STRAP framework, probabilistic programming, independent/interdependent models | 1 | | | 1.6 Implications | Personalized guidance, ecosystem benefits | 6 | | **2. Methods** | | | | | | 2.1 Model Overview and Notation | Define variables for suppliers and customers, binary states (0,1), four venture states (0,0), (1,0), etc. | 3 | | | 2.2 Perception Module | Logistic model mapping venture attributes to acceptance probabilities p_j^1 | 4 | | | 2.3 Interdependent Stakeholder Modeling | Explain independent vs. interdependent models with 4×4 transition matrices | 1 | | | 2.4 Action Selection Framework | Simplified selection rule focusing on cost-normalized benefit | 5 | | | 2.5 Bottleneck Breaking Algorithm | Step-by-step process for selecting actions | 6 | | **3. Results** | | | | | | 3.1 Acceptance Probability Improvements | Sublime Systems case with supplier and customer probabilities | 3 | | | 3.2 State Transition Visualization | Four 4×4 matrices for customer/supplier actions in independent/interdependent models | 1 | | | 3.3 Action Sequence Comparison | STRAP-guided vs. technology-first approach | 4 | | | 3.4 Performance Metrics | Comparison of final state probabilities and costs | 5 | | **4. Discussion** | | | | | | 4.1 Entrepreneurial Operations | Connection to Fine's work on scaling | 3 | | | 4.2 Entrepreneurial Strategy | Connection to Gans' explore-exploit framework | 4 | | | 4.3 Real Options Framework | ABSTRACTION, DUALITY, AGENCY principles | 2 | | **5. Further Work** | | | | | | 5.1 Entropy-Based Unknown Unknowns | Decreasing uncertainty implies higher fidelity, not higher acceptance; "clean reject" | 1 | | | 5.2 Enhanced Interdependence Modeling | Sophisticated network models, causal discovery, time-varying structures | 2 | | | 5.3 Dual Formulation for Scaling Diagnostics | Diagnostic capabilities for "when to scale" question | 3 | | | 5.4 Ecosystem-Level Applications | Resource allocation across ventures, policy decisions, coordinated action | 4 |