Agile product development principles emphasize user collaboration and continuous improvement. It sometimes bothers users if they have less time, commitment and knowledge to become involved in the lengthy process of product development. Giving online feedback could be another way of contributing to product improvement. However, not all users are willing to leave reviews on online platforms. This study attempts to uncover the factors behind user feedback intention and the relationship between user roles in an agile approach. The questionnaire was completed by 113 respondents from all over Indonesia who have knowledge and experience in using digital products. The data was processed further by applying the PLS-SEM technique using the SmartPLS 3 application. The proposed model supported the positive influence of product perception on user satisfaction, and user satisfaction’s positive impact on feedback intention. Product perception is the first-order construct of attitude and perceived usefulness; meanwhile, perceived quality is influenced by product perception. This study's theoretical contribution sheds light on the relationship between user satisfaction, perception and feedback intention. Moreover, it provides practitioners practical implications towards understanding how to gather user feedback to support the initial idea in product improvement using an agile approach. Keywords: Agile product development, digital start-ups, feedback intention, product perception, user satisfaction

Previous studies have addressed the importance of business model innovation (BMI) for established firms. However, there are limited studies on BMI in digital startups. Due to their characteristics, established firms differ from startups; thus, the findings of the previous studies cannot be applied straightforwardly to such startups. Because each startup experiences different types of BMI, they presumably possess varying types of technological capability and adopt market orientation differently. The links among technological capability, market orientation, and BMI, nevertheless, are not clearly articulated in the literature. Therefore, it is necessary to conduct further investigations. Using four Indonesia’s digital startups as cases, two research questions are posed: (1) What kinds of technological capability and market orientation are needed for digital startups to conduct their BMI? (2) How can a set of technological capability and market orientation lead to different BMIs experimented by digital startups? The findings reveal that a certain type of BMI demanded startups possess a certain type of technological capability and adopt a peculiar type of market orientation. These refer to ecosystem- and specialisation-focused technological capability, and market orientation toward specialisation and ecosystem. Based on these findings, practical implications are presented at the end of this paper.

Digital startups compete by increasing their ability to innovate in new product development. New product development becomes one of the main processes for startups to scale their product quality. As there are many frameworks of new product development to follow, the particular new product development in digital startups should be established to contribute to the theory. Therefore, the research question of this study is: What are the fundamental capabilities of new product development in digital startups. This research uses the exploratory study approached by qualitative research, interviewing at least CEOs of four digital startups in Indonesia and a technology-based new ventures expert. From the study, there are three influential capabilities in the new product development in digital startups, such as financial, market, and technology. The connection between capabilities contributes to the theoretical framework. The implication of this study is to help practitioners to conduct an ideal new product development process. Keywords—Digital Startups ; Financial Capability; Market Capability; New Product Development; Technology Capability.

This study aims to uncover how Organization's vision (OV) can affect Knowledge Acquisition (KA). Qualitative research method is implemented to investigate a case of KA in technology-based Start-Up, namely e-Fishery. This study's data is collected by performing semi-constructed interviews several prominent figures in the company. Data analysis is done by thematic analysis to identify emerging themes and the interrelation between them. Findings of this research suggest that OV indirectly affects KA through influencing the way organizations interact with the customers, which in turn affects KA performance. Furthermore, this study argues the positive influence of customer oriented OV to KA success. This study contributes to KA literature by providing elaboration on OV influence and its role in the interaction inside organization-customers settings.