Business Model Adaptation: Evidence of Lean Experimentation in Digital Startups Ghezzi, Antonio Sanasi, Silvia Cavallo, Angelo 2020-01-04T08:09:57Z 2020-01-04T08:09:57Z 2020-01-07
dc.description.abstract Digital startups frequently adapt their business model, but in doing so they face resource scarcity and need to “make-do” in validating and implementing their design changes at a practical level. We thus argue that digital startups employ a Lean Experimental approach when adapting their BM to contextual conditions. By means of an exploratory multiple-case study on Digital startups, this research investigates the factors driving the deployment of an experimental approach and proposing some factors that may drive differences in its application. Results suggest that most startups dealing with BM adaptation engage in experimentation practices that can be identified with the Lean Startup Approaches (LSAs), although with different extents of application. In this sense, startups move from scarce resource availability in resembling selected elements of the framework, whereas those with higher resource availability seem to be more prone to adopting LSAs in a structured and customized way at the organizational level.
dc.format.extent 10 pages
dc.identifier.doi 10.24251/HICSS.2020.584
dc.identifier.isbn 978-0-9981331-3-3
dc.language.iso eng
dc.relation.ispartof Proceedings of the 53rd Hawaii International Conference on System Sciences
dc.rights Attribution-NonCommercial-NoDerivatives 4.0 International
dc.subject Innovation and Entrepreneurship Theory and Practice
dc.subject business model
dc.subject lean startup
dc.subject experimentation
dc.subject digital startup
dc.subject entrepreneurship
dc.title Business Model Adaptation: Evidence of Lean Experimentation in Digital Startups
dc.type Conference Paper
dc.type.dcmi Text
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