00783nas a2200289   4500008004100000022001400041245003700055210003400092260004200126300000800168490000600176653001400182653001300196653002000209653002200229653001500251653002300266653001500289653002500304653002300329653002000352653002400372653001900396653002300415100001800438856003700456       2018                        eng d  a1927-032100aEditorial: Insights (March 2018)0 aEditorial Insights March 2018  aOttawabTalent First Networkc03/2018  a3-40 v810aanalytics10abig data10abusiness models10aclosed innovation10aecosystems10aemerging economies10ainnovation10ainternationalization10aInternet of Things10aOpen innovation10atechnology startups10avalue creation10avalue propositions1 aMcPhee, Chris  uhttp://timreview.ca/article/114101964nas a2200277   4500008004100000022001400041245009700055210006900152260004200221300001000263490000600273520110000279653002101379653002801400653001501428653001701443653002901460653003001489653002501519653002501544653002601569653002401595653001401619100001701633856003601650       2014                        eng d  a1927-032100aResolving Legitimacy Deficits in Technology Startups through Professional Services Practices0 aResolving Legitimacy Deficits in Technology Startups through Pro  aOttawabTalent First Networkc06/2014  a22-270 v43 aAs new ventures, technology startups face a key challenge that is specifically associated with their young age: a perceived lack of organizational legitimacy. Organizational legitimacy is an important factor in the growth and survival of new ventures and is therefore an important issue for managers and entrepreneurs to address. Although there are many different typologies for defining types of organizational legitimacy, this article argues that technology startups should focus on developing external pragmatic legitimacy as a means of acquiring the resources required to grow and thrive. However, despite the many ways by which an organization can develop external pragmatic legitimacy, few are well suited to technology startups. Based on a review of the different types of organizational legitimacy and an assessment of their applicability to the context of technology startups, this article recommends that technology entrepreneurs should consider the creation of professional services practices to help develop external pragmatic legitimacy and overcome the “liability of newness”. 10aentrepreneurship10aimpression of viability10alegitimacy10anew ventures10aoperational verification10aorganizational legitimacy10apragmatic legitimacy10apragmatic validation10aprofessional services10atechnology startups10aviability1 aPayette, Jay  uhttp://timreview.ca/article/801