<?xml version="1.0" encoding="UTF-8"?><xml><records><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Michael Neubert</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">The Impact of Digitalization on the Speed of Internationalization of Lean Global Startups</style></title><secondary-title><style face="normal" font="default" size="100%">Technology Innovation Management Review</style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">artificial intelligence</style></keyword><keyword><style  face="normal" font="default" size="100%">big data analytics</style></keyword><keyword><style  face="normal" font="default" size="100%">digitalization</style></keyword><keyword><style  face="normal" font="default" size="100%">global marketing</style></keyword><keyword><style  face="normal" font="default" size="100%">international business</style></keyword><keyword><style  face="normal" font="default" size="100%">international business development</style></keyword><keyword><style  face="normal" font="default" size="100%">international entrepreneurship</style></keyword><keyword><style  face="normal" font="default" size="100%">international management</style></keyword><keyword><style  face="normal" font="default" size="100%">lean global startup</style></keyword><keyword><style  face="normal" font="default" size="100%">machine learning</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2018</style></year><pub-dates><date><style  face="normal" font="default" size="100%">05/2018</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://timreview.ca/article/1158</style></url></web-urls></urls><publisher><style face="normal" font="default" size="100%">Talent First Network</style></publisher><pub-location><style face="normal" font="default" size="100%">Ottawa</style></pub-location><volume><style face="normal" font="default" size="100%">8</style></volume><pages><style face="normal" font="default" size="100%">44-54</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Lean global startups need to internationalize early and fast. The digitalization of new foreign market development helps them to more efficiently identify new market opportunities in global markets. With this approach, they are saving resources while developing the most attractive markets. This article examines how lean global startups develop new foreign markets more rapidly due to digitalization. Thus, the aim is to understand the impact of digitalization on speed of internationalization of lean global startups. The study addresses a gap in the scholarly literature and a practical need to evaluate new foreign markets and business opportunities more quickly and more regularly and to understand what helps lean global startups react more quickly to opportunities and threats with respect to changing market attractiveness. Furthermore, it outlines why and how digitalization is important throughout the internationalization process. The research followed a multiple case-study design using different sources of evidence, including 73 interviews with senior managers of lean global startups. The findings reveal that digitalization allows lean global startups to increase decision-making efficiency and to optimize strategies and processes for evaluating international markets. The findings suggest that lean global startups can benefit from the use of digital technologies by applying a more efficient foreign market development process with regular reviews and a reduced workflow, by faster mediation between local market realities and strategic goals, by analyzing all foreign markets instead of just a sample of them, and by optimizing decision-making processes including the ability to make long-term, strategic decisions due to better market information. </style></abstract><issue><style face="normal" font="default" size="100%">5</style></issue><custom1><style face="normal" font="default" size="100%">International School of Management
Michael Neubert is a Professor at the International School of Management in Paris, France, where he obtained his PhD and is now also Chair of the Strategic Management Committee. He teaches international business, intercultural communication, doing business in foreign markets, and international finance. His research interests concern the internationalization of high-tech startups. Michael is a member of the Academy of International Business, and he is a partner of a private equity firm that invests in high-tech startups and supports them in the development of new foreign markets. Michael is also the CEO of &lt;a href=&quot;http://www.c2nm.com&quot; target=&quot;_blank&quot;&gt;C2NM&lt;/a&gt;, a Swiss consulting firm specializing in the field of international and intercultural management.</style></custom1></record><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Stoyan Tanev</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Is There a Lean Future for Global Startups?</style></title><secondary-title><style face="normal" font="default" size="100%">Technology Innovation Management Review</style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">born global</style></keyword><keyword><style  face="normal" font="default" size="100%">global startup</style></keyword><keyword><style  face="normal" font="default" size="100%">international entrepreneurship</style></keyword><keyword><style  face="normal" font="default" size="100%">international new venture</style></keyword><keyword><style  face="normal" font="default" size="100%">lean global startup</style></keyword><keyword><style  face="normal" font="default" size="100%">lean startup</style></keyword><keyword><style  face="normal" font="default" size="100%">technology startup</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2017</style></year><pub-dates><date><style  face="normal" font="default" size="100%">05/2017</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://timreview.ca/article/1072</style></url></web-urls></urls><publisher><style face="normal" font="default" size="100%">Talent First Network</style></publisher><pub-location><style face="normal" font="default" size="100%">Ottawa</style></pub-location><volume><style face="normal" font="default" size="100%">7</style></volume><pages><style face="normal" font="default" size="100%">6-15</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">This 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. </style></abstract><issue><style face="normal" font="default" size="100%">5</style></issue><custom1><style face="normal" font="default" size="100%">Southern Denmark University
Stoyan Tanev is an Associate Professor in the Department of Technology and Innovation, Faculty of Engineering, Southern Denmark University (SDU) in Odense. Dr. Tanev is leading the Technology Entrepreneurship stream of the Master Program of Product Development and Innovation at SDU. He is also an Adjunct Research Professor in the Sprott School of Business at Carleton University in Ottawa, Canada, where he is associated with the Technology Innovation Management Program. He has a MSc and a PhD in Physics jointly from the University Pierre and Marie Curie, Paris, France, and the University of Sofia, Bulgaria, a PhD in Theology from the University of Sofia, Bulgaria, an MEng in Technology Innovation Management from Carleton University, Canada, and an MA from the University of Sherbrooke, Canada. He has multidisciplinary research interests with a focus on the fields of global technology entrepreneurship, technology innovation management, business model design, and value co-creation. Dr. Tanev is Senior IEEE member, as well as member of the editorial boards of the &lt;em&gt;Technology Innovation Management Review,&lt;/em&gt; the &lt;em&gt;International Journal of Actor-Network Theory,&lt;/em&gt; and &lt;em&gt;Technological Innovation.&lt;/em&gt;</style></custom1></record></records></xml>