A Dynamic Software Startup Competency Model

Abstract

Current literature suggests that engineering activities of software engineering and software startup engineering differ. Thus, there is the need to elicit competencies specific for software startup engineering. This paper proposes a model that provides the various types of competencies and their respective relevance at the various stages of software startup evolution.

Why do startups fail? A core competency deficit model

“…From a qualitative narrative analysis perspective, this can be considered a rather large sample ( Braun and Clarke, 2021 ). We opted for this sample size in line with our broader interest in startups, not exclusively limited to the most frequently investigated technological startups (e.g., Nummela et al, 2016 ; Bajwa et al, 2017 ; Santisteban and Mauricio, 2017 ; Seppänen et al, 2017 ; Assyne and Wiafe, 2019 ; Gbadegeshin et al, 2022 ). This approach allowed us to assemble a diverse collection of startup narratives.…”

“…To evaluate the competencies of startup teams as determinants of their failure, we needed a well-established general competency model as a foundation, which we then adapted to suit the startup context. While research interest in the distinct competencies of startup teams is growing (e.g., Santisteban and Mauricio, 2017 ; Seppänen et al, 2017 ; Assyne and Wiafe, 2019 ), a comprehensive startup-specific competency model has yet to be developed.…”

“…Both indirect and direct evidence support the role of these competencies and competency clusters in startup failures. For instance, Gruber et al (2008 , 2013) linked startup failures to insufficient information-seeking and market orientation (see Spencer’s information-seeking and customer service orientation competencies), Santisteban and Mauricio (2017) to inadequate managerial competencies (see Spencer’s managerial cluster), and Assyne and Wiafe (2019) to deficiencies in cognitive competencies (see also Carpentier and Suret, 2015 ; Seppänen et al, 2017 ) (see Spencer’s cognitive cluster), while Carpentier and Suret (2015) pointed to a lack of personal effectiveness in entrepreneurs (see also Klotz et al, 2014 ) (see Spencer’s personal effectiveness cluster).…”