Technologie-Pivots – Warum und wie digitale Start-ups ihr Technologiedesign umfassend anpassen

Bohn, Nicolai; Kundisch, Dennis

doi:10.1365/s35764-020-00271-1

Cited by 1 publication

(8 citation statements)

References 5 publications

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“…During the pivoting process, that is, when improving its service to reach more customers or changing the activity segment, the startup can look for new business opportunities that require flexibility and agility. It should also avoid disturbances in the internal environment, such as disagreements in the team, project cost increase, and imprecision in execution time, in addition to cutting costs if there is still no profit (Bohn & Kundisch, 2018). However, clear objectives should ideally be maintained in such a way that teams are independent in carrying out developments (Bosch et al, 2013).…”

Section: Business Managementmentioning

confidence: 99%

“…However, clear objectives should ideally be maintained in such a way that teams are independent in carrying out developments (Bosch et al, 2013). Furthermore, the team needs to ensure the maintenance of control and technical quality when implementing such rapid changes in services or addressing faults (Bohn & Kundisch, 2018;Njima & Demeyer, 2019). Instead, if the company decides to carry out rapid transformations for a new growth period, it can increase performance with new technology, expand its portfolio of offers, or create functionalities for the service (Bohn & Kundisch, 2018;Huang et al, 2017).…”

Section: Business Managementmentioning

confidence: 99%

“…Furthermore, the team needs to ensure the maintenance of control and technical quality when implementing such rapid changes in services or addressing faults (Bohn & Kundisch, 2018;Njima & Demeyer, 2019). Instead, if the company decides to carry out rapid transformations for a new growth period, it can increase performance with new technology, expand its portfolio of offers, or create functionalities for the service (Bohn & Kundisch, 2018;Huang et al, 2017). Startups need to be aware that their focus, concerns, and challenges will change as they advance in their life cycle stages.…”

Section: Business Managementmentioning

confidence: 99%

“…In the early stages, there were more concerns about service development and finance, followed by challenges for customer acquisition and scaling. On the other hand, challenges in forming teams will always exist (Wang et al, 2016), requiring changes in Human Resource Management to focus on hiring professionals with knowledge of new technologies and the ability to develop faster, thus affecting cash flow by reducing project maintenance time or the need to hire more people with adequate capabilities (Bohn & Kundisch, 2018). In any case, the company needs to adapt its business plan, mainly in terms of sales (Venkobarao, 2019).…”

Section: Business Managementmentioning

confidence: 99%

“…Systematic methods for idea validation when developing solutions provide learning that mitigates risks, supports the service's evolution to the next phase or to its withdrawal, and reduces processing time (Bosch et al, 2013). First and foremost, to create or evolve the offered solution, it is necessary to confirm the need for this solution with customers (Bohn & Kundisch, 2018). Through data obtained from interactions with customers, the startup is able to develop the service in an agile way, as suggested in the "lean startup" concept, in addition to facilitating decision-making for growth strategy (Bohnsack & Liesner, 2019;Huang et al, 2017;Mac an Bhaird & Lynn, 2015).…”

Section: Data-driven Decision-makingmentioning

confidence: 99%

See 4 more Smart Citations

Digital Startups Survivor and Scalability: Identifying Variables for Accelerated Growth

Neves¹,

Zilber²

2023

OJBM

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Scalability is the process of rapidly expanding a startup's number of customers and profitability. There are, however, only a few studies on this process, despite the large number of startups, their relevance to the economy and, on the other hand, the low survival rate in this segment. The objective of this study is to develop a conceptual framework that identifies possible variables that contribute to the scalability process in startups. To address this objective, a systematic literature review and subsequent identification of relevant categories were conducted. Consequently, six categories were identified, and the relationships among them constituted a conceptual framework. This framework shows that the existence of a scalable business model, managed with resource orchestration and data-driven decision-making integrated into a monitored business environment, can lead to accelerated growth or scalability. Thus, the startup can reach the development stage required to receive investments considered essential for scaling or its accelerated growth.

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Section: Business Managementmentioning

confidence: 99%