The DOI matches its Crossref record; 4 of the 4 references it cites were found in a registry or an index.
Simultaneous Experimentation as a Learning Strategy: Business Model Development Under Uncertainty
Open accessAbstract
Ventures operating under uncertainty face challenges defining a sustainable value proposition. Six longitudinal case studies reveal two approaches to business model development: focused commitment and simultaneous experimentation. While focused commitment positively affects initial growth, this commitment and lack of variety jeopardize long‐term survival. Simultaneous experimentation implies lower initial growth levels, but facilitates long‐term survival by enacting variety in a resource‐effective manner. This article enriches organizational learning theory by demonstrating that not only distant search but also simultaneous experimentation results in variety. Moreover, simultaneous experimentation implies effectual behavior and reconciles the apparent juxtaposition between ‘action’ and ‘planning.’ Copyright © 2013 Strategic Management Society.
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Citations
Cites
Building Theories from Case Study Research
Eisenhardt, K. M. (1989) · The Academy of Management Review · doi:10.2307/258557 · Cited by 17,455
Hartley, J. (2004) · Essential Guide to Qualitative Methods in Organizational Research · doi:10.4135/9781446280119.n26 · Cited by 15,461
The business model: Recent developments and future research
Zott, C., Amit, R., & Massa, L. (2011) · Journal of Management · doi:10.1177/0149206311406265 · Cited by 4,790
From the Editors: What Grounded Theory is Not
Suddaby, R. (2006) · Academy of Management Journal · doi:10.5465/amj.2006.22083020 · Cited by 2,859 · cited 2×
“Thus, our methodological approach combines longitudinal case methods guided by central constructs with more ‘grounded’ approaches in line with recommendations advanced recently by Suddaby (2006).”
Method
Cited by
Additive manufacturing and sustainability: an exploratory study of the advantages and challenges
Ford, S., & Despeisse, M. (2016) · Journal of Cleaner Production · doi:10.1016/j.jclepro.2016.04.150 · Cited by 1,889
The Lean Startup Framework: Closing the Academic–Practitioner Divide
Shepherd, D. A., & Gruber, M. (2021) · Entrepreneurship Theory and Practice · doi:10.1177/1042258719899415 · Cited by 459
Reymen, I. M. M. J., Andries, P., Berends, H., Mauer, R., Stephan, U., & van Burg, E. (2015) · Strategic Entrepreneurship Journal · doi:10.1002/sej.1201 · Cited by 419
Self-citationBouncken, R. B., Kraus, S., & Roig-Tierno, N. (2021) · Review of Managerial Science · doi:10.1007/s11846-019-00366-z · Cited by 396
Khanagha, S., Volberda, H., & Oshri, I. (2014) · R&D Management · doi:10.1111/radm.12070 · Cited by 338
Metadata
- Authors
- Andries, P., Debackere, K., & van Looy, B.
- Venue
- Strategic Entrepreneurship Journal
- Publisher
- Wiley
- Published
- 2013-10-25
- Volume
- 7
- Issue
- 4
- Pages
- 288-310
- ISSN
- 1932-4391 (ISSN-L)
- 1932-443X
- OpenAlex
- W1892365697
- Cited by
- 380
- References
- 4
- FWCI
- 26.86
- Type
- journal article
- Language
- en
- Open access
- bronze
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