**Richard J. Arend**

Department of Business Administration, University of Southern Maine, P.O. Box 9300, Portland, ME 04104-9300, USA; richard.arend@maine.edu

Received: 6 July 2020; Accepted: 18 August 2020; Published: 20 August 2020

**Abstract:** We provoke. In this conceptual piece, we challenge the value of two dominant models of the entrepreneurial process that have existed over the past two decades—the creativity school and the logic of effectuation. We point out their weaknesses and their unfulfilled promises, and we argue for the field to move on forward with different ideas. We identify the lessons our field should learn so as to minimize the possibility of potentially detrimental model dominance in the future. We then outline three alternative approaches to modeling entrepreneurial decision-making that sugges<sup>t</sup> further skills and policies required in improve the entrepreneurial process.

**Keywords:** entrepreneurial decision-making; resource-based view; opportunityidentification; competitive advantage; critical assessments
