The DOI matches its Crossref record; 6 of the 6 references it cites were found in a registry or an index.
Lean Startup and the business model: Experimenting for novelty and impact
Open accessAbstract
Lean Startup has been impacting how startups and incumbents innovate their business models. However, academic understanding of Lean Startup and the associated experimentation process is only emerging. Recent academic critique of Lean Startup by Felin and colleagues (in press) highlights the inadequate guidance provided for hypotheses generation; limits of experiential learning from customer feedback; and the incremental nature of experimentation outcomes. Yet, Lean Startup has not been conceived for ideation, but rather for fostering iterative experimentation to reduce uncertainty, engage stakeholders, and promote collective learning. Taking a process perspective on experimentation, we suggest that novel business models can emerge during experimentation. We contribute a more positive perspective on the opportunities of Lean Startup and highlight how it can enable continuous innovation and stakeholder engagement for novelty and impact.
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Cites
Business model innovation: Opportunities and barriers
Chesbrough, H. (2010) · Long Range Planning · doi:10.1016/j.lrp.2009.07.010 · Cited by 3,850
The business model ontology a proposition in a design science approach
Osterwalder, A. (2004) · Unknown · doi:10.22005/bcu.15985 · Cited by 1,932
Business models: A discovery driven approach
McGrath, R. G. (2010) · Long Range Planning · doi:10.1016/j.lrp.2009.07.005 · Cited by 1,146
Unlocking the hidden value of concepts: A cognitive approach to business model innovation
Martins, L. L., Rindova, V. P., & Greenbaum, B. E. (2015) · Strategic Entrepreneurship Journal · doi:10.1002/sej.1191 · Cited by 581
Do circular economy business models capture intended environmental value propositions?
Manninen, K., Koskela, S., Antikainen, R., Bocken, N., Dahlbo, H., & Aminoff, A. (2018) · Journal of Cleaner Production · doi:10.1016/j.jclepro.2017.10.003 · Cited by 488
Self-citationLearning while (re)configuring: Business model innovation processes in established firms
Berends, H., Smits, A., Reymen, I., & Podoynitsyna, K. (2016) · Strategic Organization · doi:10.1177/1476127016632758 · Cited by 274
Cited by
Hofstetter, J. S., De Marchi, V., Sarkis, J., Govindan, K., Klassen, R., Ometto, A. R., Spraul, K. S., Bocken, N., Ashton, W. S., Sharma, S., et al. (2021) · Circular Economy and Sustainability · doi:10.1007/s43615-021-00015-2 · Cited by 174
Self-citationHow digital startups use competitive intelligence to pivot
Sadeghiani, A., Shokouhyar, S., & Ahmadi, S. (2022) · Digital Business · doi:10.1016/j.digbus.2022.100034 · Cited by 20
Metadata
- Authors
- Bocken, N., & Snihur, Y.
- Venue
- Long Range Planning
- Publisher
- Elsevier BV
- Published
- 2020-08
- Volume
- 53
- Issue
- 4
- Pages
- 101953
- ISSN
- 0024-6301 (ISSN-L)
- OpenAlex
- W2998581535
- Cited by
- 199
- References
- 6
- FWCI
- 28.98
- Type
- journal article
- Language
- en
- Open access
- hybrid
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