راه اندازی های دیجیتال
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راه اندازی های دیجیتال

عنوان فارسی مقاله: راه اندازی های دیجیتال و پذیرش و اجرای رویکردهای راه اندازی متمایل: تأثیرگذاری، سرهم بندی و ایجاد فرصت در عمل
عنوان انگلیسی مقاله: Digital startups and the adoption and implementation of Lean Startup Approaches: Effectuation, Bricolage and Opportunity Creation in practice
مجله/کنفرانس: پیش بینی فناورانه و تغییرات اجتماعی – Technological Forecasting and Social Change
رشته های تحصیلی مرتبط: مدیریت
گرایش های تحصیلی مرتبط: کارآفرینی، مدیریت کسب و کار
کلمات کلیدی فارسی: راه اندازی های دیجیتال، کارآفرینی دیجیتال، مدل کسب و کار، رویکردهای راه اندازی متمایل، حداقل محصول قابل استفاده، محوری، فرصت کارآفرینی، تأثیرگذاری، سرهم بندی
کلمات کلیدی انگلیسی: ،Digital startups، Digital entrepreneurship، Business model، Lean Startup Approaches، Minimum viable product، Pivoting، Entrepreneurial opportunity، Effectuation Bricolage
نوع نگارش مقاله: مقاله پژوهشی (Research Article)
نمایه: Scopus – Master Journals List – JCR
شناسه دیجیتال (DOI): https://doi.org/10.1016/j.techfore.2018.09.017
دانشگاه: Politecnico di Milano, Department of Management, Economics and Industrial Engineering, Via Lambruschini, 4/B, 20156 Milano, Italy
ناشر: الزویر - Elsevier
نوع ارائه مقاله: ژورنال
نوع مقاله: ISI
سال انتشار مقاله: 2019
ایمپکت فاکتور: 4.852 در سال 2018
شاخص H_index: 93 در سال 2019
شاخص SJR: 1.422 در سال 2018
شناسه ISSN: 0040-1625
شاخص Quartile (چارک): Q1 در سال 2018
فرمت مقاله انگلیسی: PDF
تعداد صفحات مقاله انگلیسی: 16
وضعیت ترجمه: ترجمه نشده است
قیمت مقاله انگلیسی: رایگان
آیا این مقاله بیس است: بله
آیا این مقاله مدل مفهومی دارد: دارد
آیا این مقاله پرسشنامه دارد: ندارد
آیا این مقاله متغیر دارد: ندارد
کد محصول: E13383
رفرنس: دارای رفرنس در داخل متن و انتهای مقاله
فهرست انگلیسی مطالب

Abstract


1. Introduction


2. Theoretical background


3. Methods


4. Results


5. Discussion


6. Conclusions


Acknowledgements


Appendix 1. Survey sections and questions


Appendix 2. Interview sections and questions


References

نمونه متن انگلیسی مقاله

Abstract


Digital startups launching original value propositions can test out and validate their business model using a recent and emerging set of practices known as Lean Startup Approaches (LSAs), which consist of Customer Development and the Lean Startup. While LSAs are gaining momentum in the ecosystem surrounding digital startups, they still suffer from poor theoretical foundations and operational issues that hinder their adoption and implementation. The aim of this study is to go beyond recalling anecdotal and single-case examples and, through mixed-methods research involving 227 digital startups, provide a first large-scale analysis of: (i) if and how digital startups apply Lean Startups Approaches; (ii) the ensuing results; (iii) the main advantages and disadvantages that stem from adopting and implementing LSAs; and (iv) how digital startups connect and combine the LSAs with other entrepreneurial approaches and tools for launching startups. The findings reveal that most of the sample has adopted LSAs and obtained several benefits from their use. A list of practical guidelines on how to solve the existing drawbacks and enhance the effectiveness of adopting and implementing LSAs is hence proposed. To conclude, a framework for organizing the empirical findings is put forward, where LSAs are inserted into the entrepreneurship theory debate on Effectuation, Entrepreneurial Bricolage and Opportunity Creation. Suggestions are then provided on how to sequence and bridge effectuation and causation logics and decisionmaking tools in an “entrepreneurial opportunities space”.


Introduction


Entrepreneurial endeavours carry with them an abundance of activities that entrepreneurs must perform in order to acquire tangible and intangible resources (Barney, 1991, 2001) and transform them into new ventures or startups. As the French philosopher Denis Diderot (1966) wrote, there are three principle means of acquiring knowledge available to us: observation of nature, reflection and experimentation. These mirror what is also required from entrepreneurs, as they need to observe their surroundings closely when trying to identify potential opportunities (Shane and Venkataraman, 2000). Once an opportunity has been detected, these entrepreneurs must think hard about how to combine their resources creatively and originally (Ireland et al., 2003) so that they become heterogeneous – i.e. they create value for customers, yet are rare and costly to imitate (Barney, 2001) – and on how to mould a value proposition and a startup around this unique pattern of resources. After this, entrepreneurs must test their design (Kerr et al., 2014) to see whether their startup is likely to create, deliver and capture value is a way that will be accepted by their target customers and, therefore, be viable. This final action is needed to validate the overall startup business model, in other words, its architecture of value (Ghezzi et al., 2015; Rappa, 2001; Teece, 2010). This part is particularly complex within the highly volatile context of digital entrepreneurship (Autio et al., 2018; Nambisan, 2017), where opportunities are quick to arise and vanish, combined resources unexpectedly acquire or lose their original value, and testing becomes a vital feature of the startup’s learning process (Contigiani and Levinthal, 2018).

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