Start-Ups Must Be Ready to Pivot

Bajwa, Sohaib Shahid; Wang, Xiaofeng; Duc, Anh Nguyen; Chanin, Rafael; Prikladnicki, Rafael; Pompermaier, Leandro Bento; Abrahamsson, Pekka

doi:10.1109/ms.2017.84

Cited by 27 publications

(17 citation statements)

References 3 publications

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“…Studying technology-driven innovations amongst retailers in the food sector, Esbjerg et al (2012) [16] found that when implementing new (food) technologies, managers were driven by benefits to customers, confirming the importance of technology-demand alignment. Consequently, when this alignment is a challenge, firms, especially startups, are forced to redefine their competitive advantage and pivot their business model [17]. Garćia-Gutiérrez and Martinez-Borreguero (2016) [18] suggested the innovation pivot framework to guide firms navigating great uncertainty associated with internal and external factors.…”

Section: Service Innovation and Organisational Changementioning

confidence: 99%

Covid-19 and Instagram: Digital Service Innovation in Top Restaurants

Tuomi

Tussyadiah

Ashton

2021

Information and Communication Technologies in Tourism 2021

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Governments across the world have imposed strict rules on social distancing to curb the spread of Covid-19. In particular, restaurants have been impacted by government-mandated lockdowns. This study adopts a mixed methods approach to explore how Finnish high-profile restaurants used Instagram as a means for service innovation and diffusion during nine weeks of government-mandated lockdown. Comparatively analysing 1,119 Instagram posts across two time-stamps (2019 and 2020) and across 45 restaurants, as well as conducting five semi-structured interviews with restaurant managers, it is found that while the overall number of Instagram posts and likes on posts stayed relatively similar to the year prior, the number of comments increased significantly, suggesting a move towards a more didactic and dyadic form of Instagram communication. In addition, four digital service innovation strategies are identified: launching new service offerings and introducing new elements to existing service offerings, fostering social relationship with customers, exploring novel streams of revenue, and reinvigorating the brand’s image. Implications to service innovation theory and practice are discussed, along with suggestions for future research.

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Section: Service Innovation and Organisational Changementioning

confidence: 99%

Covid-19 and Instagram: Digital Service Innovation in Top Restaurants

Tuomi

Tussyadiah

Ashton

2021

Information and Communication Technologies in Tourism 2021

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“…• Barriers or difficulƟes for profiƟng (Stayton and MangemaƟn, 2016) • The failure of the current approach to the market (Marx and Hsu, 2015) • When entrepreneurs think internaƟonally (Crick and Crick, 2018) • Changes in the business offering and product (Buccieri et al, 2020) • Changes in the original plan, resource combinaƟon (Bhawe et al, 2016) • Changes in the business belief and model (Axelson and Bjurstrom, 2019) • Young firms need to quickly develop incremental pivots to ensure their offerings (Buccieri et al, 2020) • Even the most successful start-ups don't necessarily end up the way they started (Bajwa et al, 2017b) • The efforts may be placed around the customer instead of the product (O'Connor and Klebah, 2011) • Future research should examine whether both addiƟons and exits are necessary to produce a pivot (Kirtley & O'Mahony, 2020) • Further research related to the links between commitment, theories, problem-solving and experimentaƟon (Felin et al, 2019) • To examine growth-oriented start-ups in different contexts (De Cock et al, 2019) First-order concepts Second-order themes 2010) appeals to the discovery-driven approach that allows firms to adapt and navigate high-uncertainty environments. Chesbrough (2010) and Chesbrough and Rosenbloom (2002) study how experimentation processes like effectuation might enable BM innovations.…”

Section: Theoretical Foundationsmentioning

confidence: 99%

“…As in the generation stage, there are various ways to select an option which are not always well delineated. Bajwa et al (2017b) and McDonald and Gao (2019) found that some firms decide to launch multiple business ideas in parallel to identify which one performs best. Another selection approach is to imitate competitors or benchmark companies in the market (McDonald and Eisenhardt, 2020).…”

Section: Seizing and Testingmentioning

confidence: 99%

Pivot decisions in startups: a systematic literature review

Chaparro

Gomes

2021

IJEBR

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PurposeEntrepreneurs' pivot decisions are poorly understood. The purpose of this paper is to review the existing literature on pivot decisions to identify the different conceptualizations, research streams and main theoretical building blocks and to offer a baseline framework for future studies on this phenomenon.Design/methodology/approachA systematic literature review of 86 peer-reviewed papers published between January 2008 and October 2020, focusing on the pivot decision in startups, was performed through bibliometric, descriptive and content analyses.FindingsThe literature review identifies four research streams concerning the pivot concept – pivot design, cognitive, negotiation and environmental perspectives. Building on previous studies, this paper provides a refined definition of a pivot that bridges elements from the four research streams identified: a pivot comprises strategic decisions made after a failure (or in the face of potential failure) of the current business model and leads to changes in the firm's course of action, resource reconfiguration and possible modifications of one or more business model elements. This study proposes a framework that elaborates the pivot literature by identifying four stages of the pivot process addressed in the existing literature: recognition, generating options, seizing and testing and reconfiguration.Originality/valueThis study provides a comprehensive review, enabling researchers to establish a baseline for developing future pivot research. Furthermore, it improves the conceptualization of pivots by summarizing prior definitions and proposing a refined definition that places decision-making and judgment at its center. That introduces new contextual and behavioral elements, contributing to a better understanding of how entrepreneurs assess alternative courses of action and envision possible outcomes to redirect a venture after failure.

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“…At this phase, the response from markets could trigger a pivot in products' direction regarding features, used technologies, and targeted market segments. As shown by earlier research, flexibility to abandon ideas that do not work out and be prepared to explore new opportunities is crucial [14]. Thus, a lightweight product engineering process, such as Scrum, can support quick testing of feature ideas with little upfront work [15].…”

Section: Analysis Of Causes and Remediesmentioning

confidence: 99%

Software Engineering Antipatterns in Start-Ups

2019

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Software start-up failures are often explained with a poor business model, market issues, insufficient funding, or simply a bad product idea. However, inadequacies in software engineering are relatively unexplored and could be a significant contributing factor to the high start-up failure rate. In this paper we present the analysis of 88 start-up experience reports, revealing three anti-patterns associated with start-up progression phases. The anti-patterns address challenges of releasing the first version of the product, attracting customers, and expanding the product into new markets.The anti-patterns show that challenges and failure scenarios that appear to be business or market related are, at least partially, rooted in engineering inadequacies.

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Start-Ups Must Be Ready to Pivot

Cited by 27 publications

References 3 publications

Covid-19 and Instagram: Digital Service Innovation in Top Restaurants

Covid-19 and Instagram: Digital Service Innovation in Top Restaurants

Pivot decisions in startups: a systematic literature review

Software Engineering Antipatterns in Start-Ups

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