@article {1208, title = {Strategy-as-Process in a Technology Venture: A Case Study of Pivots, Pauses, Partners, and Progress}, journal = {Technology Innovation Management Review}, volume = {9}, year = {2019}, month = {01/2019}, pages = {9-19}, publisher = {Talent First Network}, address = {Ottawa}, abstract = {Technology commercialization is an often nonlinear process that tends to pass through various {\textquotedblleft}stages{\textquotedblright} or {\textquotedblleft}phases{\textquotedblright} as a venture attempts to shepherd a technology from the laboratory to marketplace. Between these phases are {\textquotedblleft}junctures{\textquotedblright} or {\textquotedblleft}transitions{\textquotedblright} that present particular challenges for entrepreneurs as they often comprise fundamental changes to the venture instead of simply scaled versions of previous challenges. In this study, we use a participant-observer methodology to deeply explore how a technology venture in the renewable energy sector negotiated these transitions. Our findings highlight the development of a {\textquotedblleft}repertoire{\textquotedblright} of tools entrepreneurs can use to help successfully negotiate these transitions. }, keywords = {innovation systems, managing critical junctures and transitions, process research, technology commercialization, technology entrepreneurship}, issn = {1927-0321}, doi = { http://doi.org/10.22215/timreview/1208}, url = {https://timreview.ca/article/1208}, author = {Andrew G. Earle and Michael J. Merenda and J. Matthew Davis} }