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The purpose of this article is to review the emerging research on entrepreneurial ecosystem and to guide future research into this promising area. The study presents a critical review on the entrepreneurial ecosystem, starting from its very definition and antecedents. Combining prior research with building on the main concepts that constitute an entrepreneurial ecosystem, we have developed an original set of guidelines that can help scholars and practitioners seeking an answer to the following pressing question: BHow can we gain a comprehensive understanding of an entrepreneurial ecosystem?^. We will then discuss the opportunities for expanding our current knowledge on entrepreneurial ecosystems and describe the current debates and directions for future research. Lastly, we will provide guidelines that policymakers may take into consideration when designing and issuing support measures to promote entrepreneurship in their local ecosystems.

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Purpose Business model change (BMC) is a process new ventures are frequently involved in, especially in dynamic environments like the digital industry: copying with it is a key issue for entrepreneurs attempting to shorten the transition between current and new business models (BMs) and avoid losses in terms of revenue, image and customer retention, while acquiring experience and validated learning in the process. The purpose of this paper is to propose a lean framework to support digital new ventures in the BMC process. Design/methodology/approach The study builds its contribution on two pillars: a review on BM and the lean thinking theories, and a multiple case study on three digital new ventures which underwent BMC. Findings The study shows how BMC in a digital context can beneficially follow lean principles, and how these principles can be integrated in an original lean framework to experiment on, validate and subsequently change a BM. Originality/value The authors provide the “single minute exchange of die” for BMC framework that extends and complements lean startup approaches to further relate lean thinking and BMC, thus operationalizing the process of BM experimenting and validation that enables change.

Cavallo et al., (2019). Driving internationalization through business model innovation: evidences from an AgTech company 2 Driving internationalization through Business Model Innovation: evidences from an AgTech company Abstract Purpose: This paper investigates how a firm may innovate its business model to internationalize.Design: Due to its novelty and to the depth of the investigation required to grasp the mechanisms and logics of business model innovation aiming at internationalization, a single case study has been performed related to a company located in North-Western Colombia. Findings:We provide detailed empirical evidences over the mutual connection and complementarities among value mechanisms of business models. Moreover, our study suggests that BMI fosters internationalization to scale, which in turn will require additional changes to match new customer needs as they emerge. Also, the study shows an extension of the action-space of Lean Startup Approaches, intended as scientific approaches to international entrepreneurship. Originality/value:This study connects business model innovation and internationalization as few studies have done before.