Drivers and success factors of digital entrepreneurship: A systematic literature review and future research agenda

Berman, Tal; Stuckler, David; Schallmo, Daniel R. A.; Kraus, Sascha

doi:10.1080/00472778.2023.2238791

Cited by 21 publications

(20 citation statements)

References 85 publications

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“…Spigel's model illustrates an extremely important aspect in ecosystems in that Spigel's and others such as Stam's (2015) frameworks focus on the attributes of the ecosystem. After consulting several key reviews of the entrepreneurship ecosystems literature, we discovered that there was still considerable debate over the relationships within the ecosystem and how the various actors within the ecosystem interact with each other (Adner, 2017;Alvedalen and Boschma, 2017;Spigel, 2020;Berman et al, 2023). From a relational perspective, they are describing resources, which are the content of relationships or the elements of what people exchange or share (Foa and Foa, 1976;Foa et al, 1993).…”

Section: Entrepreneurship Ecosystemsmentioning

confidence: 99%

Relational models and entrepreneurship ecosystems

Muldoon,

Bendickson,

Liguori

et al. 2024

IJEBR

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PurposeUsing social relations theory, we argue that entrepreneurship ecosystems must also include relationships such as market pricing, equality matching, authority ranking and communal sharing to be successful and thrive.Design/methodology/approachWe theorize using Fiske’s typology that a successful entrepreneurial system must have certain characteristics to be successful.FindingsIn doing so, we suggest an alternative perspective of the role of exchange relationships in ecosystems which considers both the geographic context and social relationships as equally important ecosystem components. Our contributions include (1) exposing social processes as the explanatory mechanism for exchanges instead of solely market forces, (2) illustrating the role of regional cultural differences in exchanges and (3) emphasizing how entrepreneurs can better realize ecosystem benefits through understanding the methods of exchange in these ecosystems.Originality/valueSocial relationships include a wide variety of different types of resources and exchange mechanisms, so by their inclusion into the entrepreneurship ecosystem literature, a more complete view of ecosystems is possible.

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Section: Entrepreneurship Ecosystemsmentioning

confidence: 99%

Relational models and entrepreneurship ecosystems

Muldoon,

Bendickson,

Liguori

et al. 2024

IJEBR

View full text Add to dashboard Cite

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“…Additionally, since digital entrepreneurship is an iterative and dynamic process (Aloulou et al, 2023), relevant organizations are constantly changing and evolving. This challenge entails the tracing of relevant strategies that bring about successful advancement in the digital entrepreneurial journey (Berman et al, 2023). In light of these conditions, we chose a multi-case study approach (Eisenhardt, 1989;Yin, 2018) to better understand the DI challenges and methodologies experienced, developed, and mastered by digital exemplars such as digital start-ups across various sectors.…”

Section: Research Context and Designmentioning

confidence: 99%

“…However, as explained, this context is an appropriate fit for studying DI. To promote better generalization of the findings, future research should involve other geographical settings, especially those that represent highly ranked GEI countries (Berman et al, 2023). Third, due to the aforementioned scrutiny, it is advised that case studies be empirically tested.…”

Section: Limitations and Future Research Directionsmentioning

confidence: 99%

“…However, numerous incumbents have demonstrated a lack of competence in adopting the disruptive new digital artifacts introduced by such emerging players (Cozzolino et al, 2021). This has largely been due to contextual and cultural challenges, highlighting the pivotal role of effective DI as a critical factor for digital entrepreneurship success (Berman et al, 2023;Garcia Martin et al, 2023). Although research on the relationships between digital start-ups and incumbents has gained momentum, it continues to lack a theoretical foundation (Giglio et al, 2023).…”

Section: Introductionmentioning

confidence: 99%

“…However, while digital start-ups carry the disruptive potential to transform entire industries, cultural and contextual differences with incumbents often disturb their efforts (Garcia Martin et al, 2023). Consequently, DI has become a driver of digital entrepreneurship success (Berman et al, 2023). Nonetheless, due to the lack of knowledge on how to successfully conduct DI, existing research has largely concentrated on the incumbents' relevant internal challenges, thereby leaving the digital start-ups underexplored (Giglio et al, 2023;Prashantham and Madhok, 2023).…”

Section: Introductionmentioning

confidence: 99%

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Strategies for digital entrepreneurship success: the role of digital implementation and dynamic capabilities

Berman,

Schallmo,

Kraus

2024

EJIM

Self Cite

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PurposeTo augment sales revenue, B2B digital start-ups aim to create and sustain commercial relationships with industry incumbents. However, since these incumbents have traditionally struggled with implementing disruptive digital artifacts, most studies have almost exclusively concentrated on their challenges, leaving the digital start-ups' side underexplored. Therefore, this study seeks to understand how digital start-ups navigate digital implementation (DI) hardships to ultimately achieve digital entrepreneurship success.Design/methodology/approachAn abductive explanatory multi-case study of four industries that pose a variety of implementation challenges for B2B digital start-ups (agriculture, insurance, real estate and construction, and healthcare) was conducted using data collected from 40 interviews with Israeli experts and relevant digital data observations.FindingsThis study articulates two main observations. (1) Throughout their journeys, digital start-ups have utilized newly created and/or refined dynamic capabilities (DC) to successfully implement their digital artifacts. Simultaneously, successful DI has enabled digital start-ups to create new DC or sustain and evolve current DC. (2) We provide empirical evidence outlining how digital start-ups using continuous learning have combined causation and effectuation logic throughout their DI journeys.Originality/valueThis study answers a call to explore more explicit digital-related drivers (i.e. DI) for digital entrepreneurship success by studying a highly-ranked country on the Global Entrepreneurship Index (GEI) to achieve this. Moreover, it illustrates how digital start-ups evolve throughout their commercial relationships with industry incumbents, thereby enabling an effective approach for successful DI. Such an approach can be considered very valuable for both practitioners and policymakers. Consequently, it advances digital entrepreneurship as an independent research topic.

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