%0 Journal Article %J Technology Innovation Management Review %D 2021 %T Framing Multi-Stakeholder Value Propositions: A wicked problem lens %A Yat Ming Ooi %A Kenneth Husted %K complexity %K complicatedness %K scaling-up %K stakeholders %K value proposition %K wicked problem %X Balancing various stakeholder (often contradictory) expectations creates tensions when developing value propositions for a new firm. Customers, funders, owners, and society-at-large often expect different value outcomes from a firm. They therefore have different motivations for being involved in the firm. These differences in value expectations are more strongly expressed in technology-based ventures, which often rely heavily on access to heterogeneous external resources such as capital, specialised knowledge, distribution, and service. In this paper, we use a wicked problem lens to explore specific challenges for companies to mediate seemingly contradictory propositions. We use two dimensions of wicked problems involving complexity and complicatedness, and conduct a secondary analysis of seven technology venture case studies from Australia and New Zealand. We then categorise the configuration types of these firms' stakeholder value propositions in the context of their scale-up process. We contribute to the value proposition and business model development research streams by suggesting that the challenge of mediating value propositions that conflict can manifest itself in four types of configurations: easy, complicated, complex and wicked. Complicated and complex propositions are thorny, but with structures and processes in place, they can be adequately addressed. On the other hand, wicked propositions consist of many unknowns and require firms to collaborate with stakeholders to derive outcomes that align company scaling objective with stakeholder value propositions. %B Technology Innovation Management Review %I Talent First Network %C Ottawa %V 11 %P 26-37 %8 04/2021 %G eng %U timreview.ca/article/1434 %N 4 %1 University of Auckland Business School Yat Ming Ooi is a Research Fellow at the Department of Management and International Business, University of Auckland Business School. He holds a PhD in Management from the University of Auckland, New Zealand. His research focuses on collaborative forms of innovation activities, digital transformation, problem-solving in grand challenge initiatives, technology commercialisation, and the economic impact of stagnation on developing countries' entrepreneurial activities. Yat Ming has published articles in Research-Technology Management, University of Auckland Business Review, and Kindai Management Review. He is also an editorial review board member for the Technology Innovation Management Review. %2 University of Auckland Business School Kenneth Husted is a Professor of Innovation and Research Management, and Head of the Department of Management and International Business, University of Auckland Business School. He holds a PhD from Copenhagen Business School, Denmark. His research covers innovation and research management, knowledge management, management of R&D and research commercialisation. He has published articles in reputable journals, including Journal of Management Studies, Organizational Dynamics, California Management Review, Technovation, R&D Management, Journal of Knowledge Management, and Creativity and Innovation Management. He is also regional editor for the Journal of Knowledge Management and associate editor for the Technology Innovation Management Review. %& 26 %R http://doi.org/10.22215/timreview/1434