Do it yourself - a lean startup toolbox for employee-driven green product innovation

Buhl, Anke

doi:10.1504/ijeim.2018.092971

Cited by 6 publications

(2 citation statements)

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“…EDI emphasizes innovation as a process wherein ordinary employees are seen as the primary sources and drivers of innovation (Saari et al 2015;Lempiala and Yli-Kauhaluoma 2019;Holmquist and Johansson 2019;Kurz et al 2018). Because these employees are not required to be involved in innovation, EDI is therefore described as an extra role behavior (Renkema 2018;Buhl 2018). The argument for employee participation is based on the idea that these employees regularly face challenges through their work practices and are ideally positioned as a source of innovation (Wihlman et al 2014;Båckstrom and Lindberg 2018).…”

Section: Employee-driven Innovationmentioning

confidence: 99%

Linking Structural Empowerment to Employee-Driven Innovation: The Mediating Role of Psychological Empowerment

Echebiri

Amundsen

Engen

2020

Administrative Sciences

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This paper aims to link structural empowerment to employee-driven innovation (EDI) with psychological empowerment as a mediation mechanism. Recently, there has been an increase in interest in utilizing all sources of knowledge in an organization to stimulate innovation among all employees. A clear understanding of some of the mechanisms used to achieve this is needed. The paper applies a quantitative approach based on two studies. Study 1 involved a total of 228 employees in a public sector organization, while study 2 involved 60 employees from a private sector organization. We employed structural equation modeling to test the hypothesized relationships among the variables. It was determined that both structural empowerment and psychological empowerment have a direct positive association with EDI. Second, the relationship between structural empowerment and EDI was partially mediated by psychological empowerment. EDI can only happen in an organization if employers and managers empower the ordinary employees to not only generate creative ideas but also to participate in its development and implementation.

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Section: Employee-driven Innovationmentioning

confidence: 99%

Linking Structural Empowerment to Employee-Driven Innovation: The Mediating Role of Psychological Empowerment

Echebiri

Amundsen

Engen

2020

Administrative Sciences

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“…At the first level, there are general frameworks that explain how to integrate Lean Startup into any organisation, making explicit how to integrate or combine different tools, principles, and practices of Lean Startup, also considering approaches such as Customer Development, Lean Product, Lean Innovation, Machine Learning or big data. In this level are included the M-Lean framework (Nashaat et al, 2019), the Customer Value Measurement and Identification framework , the Toolbox for Green Product Innovation (Buhl, 2018), and the model that combines the Lean Startup and big data developed by Seggie et al (2017).…”

Section: Framework For Adopting Lean Startup Principles In Organisationsmentioning

confidence: 99%

Industries, frameworks, and key drivers of lean startup: a systematic literature review

Gamón-Sanz,

Alegre,

Chiva

2024

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Lean Startup provides an iterative, hypothesis-driven approach to business creation and product development, promoting data-driven decision-making by involving potential users and customers during the development cycle. Despite increased academic attention, the debate on the benefits of Lean Startup is open. To contribute to the understanding of how organisations incorporate Lean Startup principles, this study conducts a systematic literature review and identifies the industries in which its application has been analysed, the adaptation models followed by organisations, and the key drivers for its adoption in new and established organisations. The study's findings contribute to advancing knowledge on the adoption of Lean Startup principles, tools, and techniques in organisations. The results also help to the academic debate surrounding the usefulness and application of Lean Startup principles across different organisational contexts.

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An exploration of the applicability of Lean Startup in small non-digital firms: an effectuation perspective

Solaimani

Eck²,

Kievit³

et al. 2022

IJEBR

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PurposeLean Startup (LS) has gained considerable traction in the startup scene, especially within digital firms where the concept finds the concept's genesis. However, there are more and more calls in the entrepreneurship literature to study LS's application beyond the digital context. The purpose of this study is to explore the applicability of LS within the largely under-researched context of non-digital entrepreneurs. To structure the authors' understanding of the participating entrepreneurs' cognitive and behavioural logic, effectuation theory is applied.Design/methodology/approachTo explore how LS is applied in non-digital settings, this study analyses the LS approach of 15 Dutch brick-and-mortar and click-and-mortar Small to Medium-sized Enterprises (SMEs) and startups.FindingsThis study provides empirical evidence that non-digital entrepreneurs pursue an effectual logic in their LS approach. However, the entrepreneurs' LS approach appeared to be contextualised to the non-digital contexts' inherent constraints and trade-offs. Such contextualisation calls for a particular set of skills and competencies, including applying mixed-methods cross-validation, affinity and passion for craftsmanship and aesthetics, inferring from limited, qualitative, and often skewed data, establishing an empathetic collaborative relationship with customers and suppliers, and leveraging prior market knowledge and experience.Originality/valueThis study advances the current understanding of the LS applicability and gives a more nuanced account of how LS is practised in the context of non-digital firms, the challenges entrepreneurs involved in non-digital firms need to overcome, and the skills and competencies they need to possess. In practical terms, the findings help non-digital entrepreneurs and coaches to be more heedful of the contextual peculiarities when employing LS.

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Do it yourself - a lean startup toolbox for employee-driven green product innovation

Cited by 6 publications

References 0 publications

Linking Structural Empowerment to Employee-Driven Innovation: The Mediating Role of Psychological Empowerment

Linking Structural Empowerment to Employee-Driven Innovation: The Mediating Role of Psychological Empowerment

Industries, frameworks, and key drivers of lean startup: a systematic literature review

An exploration of the applicability of Lean Startup in small non-digital firms: an effectuation perspective

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