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Acceleration programs can have an effect on business advancement prospects by offering access to mentors and information, capacity building, connections and networks with corporates and startups, all of which contribute to increasing the chances of entrepreneurial success. This study explores the effectiveness of an acceleration program, implemented in the cross-border region of Greece–Albania, where there are limited similar business support initiatives. The survey conducted among participants in the acceleration program aimed at identifying key elements that can contribute to shaping entrepreneurial potential in the cross-border region offering preliminary insight to policy makers in designing relevant business support measures. There is common consensus among both cross-border populations that the acceleration program has helped them develop their business ideas. The study reveals the different types of business weaknesses the acceleration program helped to address in the two populations and key criteria perceived to be contributing to business development. However, acceleration programs effectiveness is affected not only by criteria internal to business and the markets but also by the entrepreneurial ecosystem conditions pertaining. In this respect, business acceleration program designs should be tailored to address particularities in the entrepreneurial environment so as to be effective and contribute to business growth.

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Studies refer to Heuristics and Evidences Decision Making approaches in a comparative manner, however it is identified that these two approaches are inseparable and are applied in parallel. The objective of this paper is to provide a qualitative analysis of a systems thinking framework that defines a transition path from either a heuristic dominated or evidence-based dominated decision making approach to a balanced one. The aims are to demonstrate the stages of change and prepare managers and executives for the resistance that will be evident during the transition. We do not claim that this is the only path of change, however it provides a structured model that can be repeated under similar context. We use abductive reasoning in order to make logical inferences and construct the framework's theory based on a case study company, and then system dynamics that help us proceed to the modeling approach of this framework. The holistic modeling approach reveals the need to base decision making in both evidence and heuristics. Furthermore, it demonstrates actions to manage resistance and to make this system a self-regulated and continuous decisionmaking tool.