Key Challenges in Software Startups Across Life Cycle Stages

Wang, Xiaofeng; Edison, Henry; Bajwa, Sohaib Shahid; Giardino, Carmine; Abrahamsson, Pekka

doi:10.1007/978-3-319-33515-5_14

Cited by 42 publications

(54 citation statements)

References 7 publications

(19 reference statements)

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“…The configurations presented with this fsQCA analysis reinforce the approach that the implementation of management controls should be considered in accordance with the stage of the start-up company's life cycle (Wang et al, 2016). This means that each company might have control mechanisms, formal or informal, adapted to its needs.…”

Section: Drivers Of High Performancementioning

confidence: 58%

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Combining Categories of Management Control Tools for High Performance of Start-ups

Carraro

Meneses

Brito

2019

RBGN

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Purpose-This study aims is to examine possible combinations of management control tools that are likely to lead to high performance in start-ups. Design/methodology/approach-Personal interviews were conducted with entrepreneurs from 45 start-ups established in Technology Parks of University Centers in Portugal. Based on practices from different categories of organizational analysis, it was used the fuzzy Qualitative Comparative Analysis (fsQCA) methodology. Findings-To achieve high performance, management controls are required for Clients, Strategy, Information Systems, Performance, Risks and Budget. The Client and Budget categories presented the greatest consistency in meeting the proposed condition. In addition, the results generated two combinations of conditions for the high performance of net income. Originality/value-The combination of different management control practices contributes to the success of the business, especially when it relates to the organization's strategic practices. The use of management control tools becomes a priority for companies that wish to cope with the challenges raised by corporate uncertainties, especially in start-up companies, ensuring the sustainable growth of these businesses.

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Section: Drivers Of High Performancementioning

confidence: 58%

“…However, they should be used once there is a routine (Abernethy & Brownell, 1997). Thus, the stage of the life cycle in which the firm finds itself should be borne in mind when this approach is addressed (Wang, Edison, Bajwa, Giardino, & Abrahamsson, 2016).…”

Section: Introductionmentioning

confidence: 99%

Combining Categories of Management Control Tools for High Performance of Start-ups

Carraro

Meneses

Brito

2019

RBGN

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“…Da Silva et al [34] adduced pricing issues, market validation and ignorance of customers' demands as main problems causing startup failures. Wang et al [35] confirmed the fitting of the products on the market as an important problem of the startups adding also the functionality of the business model and issues with the acquisition of customers. Giardino et al [36] also included targeting toospecialized markets to the list of significant issues of startups causing their failure.…”

Section: Courses Supporting Entrepreneurial Educationmentioning

confidence: 99%

Project-Based Learning as a Tool of Enhancing of Entrepreneurial Attitude of Students

Paľová¹,

Vejačka²,

Kakalejčík³

2020

Adv. sci. technol. eng. syst. j.

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The increase in employment and productivity is crucial for the economic growth of the European Union. Specifically, the employment of young people needs to be increased. The excessively theoretical approach to education is identified as one of the most significant problems in the educational system. Acquirement of practical experience while study, presents for the students the advantage when applying for a job or starting their own business. Self-employment or entrepreneurship might be one of the partial solutions for high youth unemployment in EU countries. The information and communication technologies transform education processes already for decades. The education in the area of entrepreneurship is also the field where these transformations occur. New educational forms and tools are being used in this area. Project-Based Learning and virtual laboratory are two examples of such new forms of education supported by information and communication technologies used in entrepreneurial education. This paper aims to present how project-based learning and virtual laboratory can support entrepreneurial education on the examples of two courses offered at our faculty. Through project-based learning, participants of these courses achieve the opportunity to implement their knowledge, skills, and experience to solve practical problems. It, all together, enhances the students' motivation and involvement in the educational process. They also practical experience establishing and managing a small virtual business within the virtual laboratory of entrepreneurial education. The paper describes the setup of these courses, their content, and evaluation by students and achieved results. The findings show that project-based learning and the virtual lab supporting entrepreneurship education via electronic tools are useful ways of entrepreneurial skills development.

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“…Characteristics typically associated with startups include (1) highly reactive, (2) innovation, (3) uncertainty, (4) rapidly evolving, (5) time-pressure, (6) third party dependency, (7) small team, (9) one product), (10) low-experienced team, (11) new company, (12) flat organization, (13) highly risky, (14) not self-sustained, (15) lack of resources, and (16) little working history [8]. In software startups, the role of software in the final offering may vary from being the core product to merely serving as an enabler or support of the main business idea (e.g.…”

Section: Introductionmentioning

confidence: 99%

“…In software startups, the role of software in the final offering may vary from being the core product to merely serving as an enabler or support of the main business idea (e.g. Uber) [11]. Klotins [3] highlighted the (lack of) empirical evidence behind many of these characteristics, questioning the uniqueness of software startups in relation to failure rates, lack of software engineering (SE) experience, innovativeness, market-related time pressure, and lack of resources.…”

Section: Introductionmentioning

confidence: 99%

Amidst Uncertainty – or Not? Decision-Making in Early-Stage Software Startups

Kemell

Ventilä

Kettunen

et al. 2019

Lecture Notes in Business Information Processing

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It is commonly claimed that the initial stages of any startup business are dominated by continuous, extended uncertainty, in an environment that has even been described as chaotic. Consequently, decisions are made in uncertain circumstances, so making the right decision is crucial to successful business. However, little currently exists in the way of empirical studies into this supposed uncertainty. In this paper, we study decision-making in early-stage software startups by means of a single, in-depth case study. Based on our data, we argue that software startups do not work in a chaotic environment, nor are they characterized by unique uncertainty unlike that experienced by other firms.

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Key Challenges in Software Startups Across Life Cycle Stages

Cited by 42 publications

References 7 publications

Combining Categories of Management Control Tools for High Performance of Start-ups

Combining Categories of Management Control Tools for High Performance of Start-ups

Project-Based Learning as a Tool of Enhancing of Entrepreneurial Attitude of Students

Amidst Uncertainty – or Not? Decision-Making in Early-Stage Software Startups

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