02262nas a2200289   4500008004100000022001400041245009600055210006900151260004200220300001000262490000700272520137200279653001601651653003101667653002501698653001901723653003301742653003001775653001901805653001701824100002001841700002101861700002001882700002201902700001801924856003001942       2021                        eng d  a1927-032100aDiscovery and Validation of Business Models:  How B2B Startups can use Business Experiments0 aDiscovery and Validation of Business Models How B2B Startups can  aOttawabTalent First Networkc03/2021  a17-310 v113 aStartups searching for a business model face uncertainty. This research aims to demonstrates how B2B startups can use business experiments to discover and validate their business model's desirability quickly and cost-effectively. The research study follows a design science approach by focusing on two main steps: build and evaluate. We first created a B2B-Startup Experimentation Framework based on well-known earlier frameworks. After that, we applied the framework to the case of the German startup heliopas.ai. The framework consists of four steps (1) implementation of a measurement system, (2) hypothesis development and prioritization, (3) discovery, and (4) validation. Within its application, we conducted business experiments, including online and offline advertisements, as well as interviews. This research contributes in several ways to the understanding of how B2B-startups can use business experiments to discover and validate their business models: First, the designed B2B-Startup Experimentation Framework can serve as a guideline for company founders. Second, the results were used to improve the existing business model of the German B2B startup heliopas.ai. Finally, applying the framework allowed us to formulate design principles for creating business experiments. The design principles used in the study can be further tested in future studies.10aB2B Startup10aBusiness Experiment Design10aBusiness Experiments10abusiness model10aCustomer Development Process10aFour-Step Iterative Cycle10aGrowth Hacking10alean startup1 aBrecht, Patrick1 aHendriks, Daniel1 aStroebele, Anja1 aHahn, Carsten, H.1 aWolff, Ingmar  utimreview.ca/article/142600859nas a2200337   4500008004100000022001400041245004300055210004000098260004200138300000800180490000600188653001300194653001500207653001900222653001500241653001000256653001400266653001500280653001000295653001700305653001200322653001600334653001600350653001600366100001800382700001900400700002300419700002100442700002000463856003800483       2018                        eng d  a1927-032100aEditorial: Living Labs (December 2018)0 aEditorial Living Labs December 2018  aOttawabTalent First Networkc12/2018  a3-60 v810aanalysis10aconstructs10acultural space10adefinition10aENoLL10aframework10ainnovation10aISPIM10alean startup10alibrary10aliving labs10amethodology10astakeholder1 aMcPhee, Chris1 aLeminen, Seppo1 aSchuurman, Dimitri1 aWesterlund, Mika1 aHuizingh, Eelko  uhttps://timreview.ca/article/120001603nas a2200205   4500008004100000022001400041245008200055210006900137260004200206300001000248490000600258520095800264653001201222653002201234653002701256653001701283653003101300100002801331856003801359       2018                        eng d  a1927-032100aLean Commercialization: A New Framework for Commercializing High Technologies0 aLean Commercialization A New Framework for Commercializing High   aOttawabTalent First Networkc09/2018  a50-630 v83 aCommercializing high technologies is expensive, tedious, and resource intensive. Meanwhile, there is a need for quick diffusion of innovations due to economic pressures for companies and research institutes. Therefore, this article proposes a new framework: lean commercialization. The framework represents a transformation of new technology and knowledge to products and services through the application of the lean/agile methodology. This methodology focuses on how resources can be minimized during the development, manufacturing, and marketing of new products and services, while still being accepted by customers. The lean commercialization framework was developed from a case study of high-technology companies and by interviewing commercialization experts. This article contributes to the theory and practice of commercialization of high technologies and provides a procedure for the practical application of the lean commercialization framework.10aFinland10ahigh technologies10alean commercialization10alean startup10atechnology-based companies1 aGbadegeshin, Saheed, A.  uhttps://timreview.ca/article/118601903nas a2200253   4500008004100000022001400041245006500055210006400120260004200184300000900226490000600235520118600241653001801427653001101445653002601456653001701482653001501499653002001514653001201534653002001546100002301566700002201589856003801611       2018                        eng d  a1927-032100aLiving Labs versus Lean Startups: An Empirical Investigation0 aLiving Labs versus Lean Startups An Empirical Investigation  aOttawabTalent First Networkc12/2018  a7-160 v83 aAlthough we seem to be living in an era where founding a startup has never been easier, studies point to the high mortality rates of these organizations. This “startup hype” has also induced many practitioner-based innovation management approaches that lack empirical studies and validation. Moreover, a lot of these approaches have rather similar angles, but use different wordings. Therefore, in this article, we look into two of these “hyped” concepts: the lean startup and living labs. We review the academic studies on these topics and explore a sample of 86 entrepreneurial projects based on project characteristics and outcomes. Our main finding is that the two approaches appear to be complementary. Living labs are powerful instruments to implement the principles of the lean startup, as the real-life testing and multi-disciplinary approach of living labs seem to generate more actionable outcomes. However, living labs also require the flexibility of a startup – ideally a lean one – to actually deliver this promise. Thus, rather than picking a winner in this comparison, we argue that combining the concepts’ different strengths can bring clear benefits.10aentrepreneurs10aimpact10aInnovation management10alean startup10aLiving lab10aOpen innovation10atesting10auser innovation1 aSchuurman, Dimitri1 aProtic, Sonja, M.  uhttps://timreview.ca/article/120102172nas a2200253   4500008004100000022001400041245007500055210006900130260004200199300001000241490000600251520144300257653002201700653001201722653001501734653002801749653002301777653001701800653001301817653002601830653000801856100001701864856003701881       2017                        eng d  a1927-032100aAccelerating Research Innovation by Adopting the Lean Startup Paradigm0 aAccelerating Research Innovation by Adopting the Lean Startup Pa  aOttawabTalent First Networkc05/2017  a32-430 v73 aConverting scientific expertise into marketable products and services is playing an increasingly important role in the launching of new ventures, the growth of existing firms, and the creation of new jobs. In this article, we explore how the lean startup paradigm, which validates the market for a product with a business model that can sustain subsequent scaling, has led to a new process model to accelerate innovation. We then apply this paradigm to the context of research at universities and other research organizations. The article is based on the assumption that the organizational context matters, and it shows how a deeper understanding of the research context could enable an acceleration of the innovation process. We complement theoretical examples with a case example from VTT Technical Research Institute of Finland. Our findings show that many of the concepts from early-acceleration phases – and the lean startup paradigm – can also be relevant in innovation discussions within the research context. However, the phase of value-proposition discovery is less adequately addressed, and that of growth discovery, with its emphasis on building on a scalable, sustainable business does not seem to be addressed with the presented innovation approaches from the research context. Hence, the entrepreneurial activities at the research context differ from those in startups and internal startups in established organizations.10acommercialization10acontext10ainnovation10ainnovation acceleration10ainnovation paradox10alean startup10aresearch10aresearch organization10aVTT1 aStill, Kaisa  uhttp://timreview.ca/article/107501754nas a2200229   4500008004100000022001400041245005400055210005400109260004200163300001000205490000600215520108500221653001801306653001501324653002501339653002901364653001701393653001301410100003201423700003201455856003701487       2017                        eng d  a1927-032100aPlatforms for Innovation and Internationalization0 aPlatforms for Innovation and Internationalization  aOttawabTalent First Networkc05/2017  a23-310 v73 aThe high-tech global startup has many challenges related to both innovation and internationalization. From a Danish cluster of Welfare Tech firms, eight innovative and international firms were selected and interviewed. Such firms typically have to be agile and operate in virtual networks in almost all parts of their value chains. This article contributes to the understanding of how innovation and internationalization to a great extent are interlinked. The firms have developed a core product or service offering, which the firms often describe as “a platform”. Around the platform, they develop their products and services for new customers and users in new countries. The firms have to sustain a strong focus on the platform while at the same time developing their platform solution for new products, new customers, and new markets. This pivoting makes it possible to use the platform in a new context but is highly demanding for the firms. They need to be extremely agile and fast-moving but at the same time still to have a focus on the core of the firm: the platform. 10aglobalization10ainnovation10ainternationalization10alean and global startups10alean startup10aplatform1 aRasmussen, Erik, Stavnsager1 aPetersen, Nicolaj, Hannesbo  uhttp://timreview.ca/article/107401453nas a2200229   4500008004100000022001400041245004800055210004400103260004200147300000900189490000600198520080000204653001601004653001901020653003501039653003001074653002401104653001701128653002301145100001801168856003701186       2017                        eng d  a1927-032100aIs There a Lean Future for Global Startups?0 aThere a Lean Future for Global Startups  aOttawabTalent First Networkc05/2017  a6-150 v73 aThis article integrates insights from the latest research on the lean startup entrepreneurial method, born-global firms, and global startups. It contributes to the clarification of terminology referring to the global aspects of startups, summarizes insights from previous literature focusing on global startups, and further substantiates the articulation of the need for considering the lean global startup as a new type of firm. The main message is that the lessons learned from the emergence of lean startup entrepreneurship offer a basis for promoting a similar lean phase in technology-based global startup research and practice. The analysis should benefit both researchers and practitioners in technology entrepreneurship, international entrepreneurship, and global innovation management. 10aborn global10aglobal startup10ainternational entrepreneurship10ainternational new venture10alean global startup10alean startup10atechnology startup1 aTanev, Stoyan  uhttp://timreview.ca/article/107202445nas a2200265   4500008004100000022001400041245006700055210006300122260004200185300001000227490000600237520159200243653002101835653003101856653002401887653003901911653003501950653002901985653002802014653001702042653003402059100003202093700001802125856003602143       2015                        eng d  a1927-032100aThe Emergence of the Lean Global Startup as a New Type of Firm0 aEmergence of the Lean Global Startup as a New Type of Firm  aOttawabTalent First Networkc11/2015  a12-190 v53 aThis article contributes to the interplay between international entrepreneurship, innovation networks, and early internationalization research by emphasizing the need to conceptualize and introduce a new type of firm: the lean global startup. It discussed two different paths in linking the lean startup and born-global internationalization strategies. The first path refers to generic lean startups that have undertaken a rapid internationalization strategy (i.e., lean-to-global startups). The second path refers to startups that have started operating on global scale since their inception and adopted the lean startup approach by seamlessly synergizing their global and lean product development activities. The article emphasizes several aspects that could be used as part of the theoretical foundation for conceptualizing lean global startups as a special new type of firm: i) the emergent nature of their business models, including the challenges of partnership development on a global scale; ii) the inherently relational nature of the global resource allocation processes; iii) the integration of the entrepreneurial, effectuation, and global marketing perspectives; iv) the need to deal with a high degree of uncertainty, including the uncertainty associated with cross-border business operations; and v) linking the ex-ante characteristics of lean startups with the ex-post characteristics of born-global firms in order to develop a technology adoption marketing perspective that considers the “crossing the chasm” process as a successful entry into a global market niche. 10aborn global firm10aearly internationalization10aeffectuation theory10ahypothesis-driven entrepreneurship10ainternational entrepreneurship10alean and global start-up10alean and global startup10alean startup10atechnology adoption lifecycle1 aRasmussen, Erik, Stavnsager1 aTanev, Stoyan  uhttp://timreview.ca/article/94101475nas a2200241   4500008004100000022001400041245003300055210003300088260004200121300001000163490000600173520085200179653001501031653002201046653001401068653001701082653002101099653001801120653002501138653001701163100001701180856003601197       2014                        eng d  a1927-032100aImprovising Entrepreneurship0 aImprovising Entrepreneurship  aOttawabTalent First Networkc07/2014  a22-260 v43 aImprovisation is reviewed in the context of mainstream routines that modern startups use to adapt to changing environments. The increasing interest in flexible methodologies such as lean startup is one indication that organizations need to consider alternatives when the rate of change exceeds the ability to plan for it. Empirical studies indicate that improvisation is an important, yet understudied part of organizational life in new ventures. It is argued that entrepreneurs improvise not just out of necessity, but because they have chosen an occupation that is congruent with the practice and likely have a disposition towards the behaviour. Lessons from contexts in jazz and theatre are provided for entrepreneurs, and it is recommended that evidence of past success with improvisation be used to select candidates for improvisational work.10aadaptation10aagile development10abricolage10aeffectuation10aentrepreneurship10aimprovisation10aimprovised behaviour10alean startup1 aDuxbury, Tom  uhttp://timreview.ca/article/80901443nas a2200181   4500008003900000022001400039245008800053210006900141260004200210300001000252490000600262520087900268653001701147653002701164653000801191100002601199856003601225       2012                          d  a1927-032100aMinimum Viable Product and the Importance of Experimentation in Technology Startups0 aMinimum Viable Product and the Importance of Experimentation in   aOttawabTalent First Networkc03/2012  a23-260 v23 aEntrepreneurs are often faced with limited resources in their quest to commercialize new technology. This article presents the model of a lean startup, which can be applied to an organization regardless of its size or environment. It also emphasizes the conditions of extreme uncertainty under which the commercialization of new technology is carried out. The lean startup philosophy advocates efficient use of resources by introducing a minimum viable product to the market as soon as possible in order to test its value and the entrepreneur’s growth projections. This testing is done by running experiments that examine the metrics relevant to three distinct types of the growth. These experiments bring about accelerated learning to help reduce the uncertainty that accompanies commercialization projects, thereby bringing the resulting new technology to market faster.10alean startup10aminimum viable product10aMVP1 aRancic Moogk, Dobrila  uhttp://timreview.ca/article/535