Lean Startup Method Hampers Breakthrough Innovations and Company's Innovativeness

Yordanova, Zornitsa

doi:10.1142/s0219877018500128

Cited by 24 publications

(10 citation statements)

References 18 publications

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“…At last, Yordanova (2018) argues that LS and the principle of user involvement hinder the development of breakthrough innovation. Additionally, the author states that companies tend to adopt the methodology blindly without fully understanding its advantages and disadvantages.…”

Section: Thematic Analysismentioning

confidence: 99%

Lean Startup, Agile Methodologies and Customer Development for business model innovation

Silva

Ghezzi

Aguiar

et al. 2020

IJEBR

115

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Purpose Startups have attracted increased attention over the past years. While entrepreneurs develop startups to capture new business opportunities, also large companies are turning to these fast-growing organizations in efforts to become more agile. However, managing business model innovation and validation is challenging. A number of methodologies, like the Lean Startup (LS), emerged to reduce uncertainties concerning innovation-based projects, and to contribute to business model validation. Despite its popularity, the literature on the LS and its key underpinnings (Agile Methodologies and Customer Development) is sparse, lacking an integrated and structured analysis of their impacts and potentialities. The paper aims to discuss this issue. Design/methodology/approach The authors conducted a comprehensive systematic literature review on the topic fully analyzing a final set of 71 papers. Findings There is a turning point in the research stream’s maturity with publications in conferences and major journals, with the predominance of empirical investigations in the European region. Articles on the topic are on the rise in several technology fields. However, the literature on the subject falls short on providing guidance to assist practitioners and scholars on the adoption and investigation of these methodologies. Practical implications The paper provides guidance for practice by presenting a staircase roadmap for the LS implementation drawing from the final set of papers reviewed. Originality/value The study categorizes the current literature through a concept map, and offers a structured research agenda beyond the categories from the thematic analysis.

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Section: Thematic Analysismentioning

confidence: 99%

Lean Startup, Agile Methodologies and Customer Development for business model innovation

Silva

Ghezzi

Aguiar

et al. 2020

IJEBR

115

View full text Add to dashboard Cite

show abstract

“…The author will also validate the concept by conducting a research focusing on the negative effects possible from using such model for business organizations as some research on related topics indicates that it may exists. A concrete example of such a research is on using Lean start-ups and how that may hamper breakthrough innovations and company's innovativeness (Yordanova, 2018b).…”

Section: Conclusion and Discussionmentioning

confidence: 99%

User Innovation as a Basis of Innovation Network Between Universities and Business

Yordanova

2018

Int. J. Innov

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The paper aims at building a conceptual framework on how user innovation concept may be employed for the idea of creating innovation network between universities and business. Such innovation network would serve different purposes that are currently qualified as barriers for innovation management in business organizations as lack of easy access to lead-user innovators; difficulties in building minimal viable products; problems in validating innovation in its pre-market phase, etc. On the other hand, such innovation network would also satisfy some identified problems in innovation management education like reducing the gap between theory and business; teaching students through real live projects, etc. The approach for designing the conceptual framework steps on the user innovation theory. A literature analysis on user innovation identifies the utility of utilizing users in innovation development. Based on these, a focus group with 15 innovation managers qualitatively validates whether the identified 26 user activities in innovation development from prior researches would be beneficial if students take the role of user innovators (educated user innovators). The conceptual framework is built as a result from the respondents' answers by designing where students may participate in innovation development as user innovators and how beneficial it is expected to be that cooperation. The assessment aims also at define the best place where the proposed activities may take place within the innovation development process. The finding of the study may play the role of a roadmap for user utilization in innovation development.

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“…In the process of undertaking this study, we found scope for further research: Type of innovation : The literature shows that the innovation adopted by Start-ups could be Breakthrough (Yordanova, 2018), Radical (McDermott, 2002), Disruptive (Christensen et al, 2015), Sustaining or Incremental (Hossain & Kauranen, 2016). Based on empirical observations, it would be interesting to identify the type of innovation adopted by these ISs.…”

Section: Scope For Further Researchmentioning

confidence: 99%

Characterizing and Distinguishing ‘Innovative Start-ups’ Among Micro, Small and Medium Enterprises (MSME)

Krishnan

Ganesh

Rajendran

2020

Journal of New Business Ventures

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Start-ups are entrepreneurial ventures, having a high risk of failure (Bortolini et al., 2018; Spender et al., 2017). The risk of failures of Start-ups can be minimized if they are characterized well, and the appropriate macro- and micro-level policy interventions can be introduced. Our literature review (LR) on Start-ups reveals that they are addressed by different names, namely, Hi-Tech firms, University spin-offs, Innovative Start-ups (ISs), Lean Start-ups, Silicon Valley Start-ups and New Technology-Based Firms (NTBF). (Tripathi, Seppanen et al., 2018; Silva et al., 2020; Wiesenberg et al., 2020). It is also observed that Start-ups are referred to as small business and Micro, Small and Medium Enterprises (MSMEs). A systematic literature review (SLR) of Start-ups is presented here and used as the basis for characterizing them. We propose (proposition-1) that these Start-up firms, addressed by different names, as referred above, can be grouped, characterized and identified as ISs. Based on a robust characterization of ISs, this article proposes that ISs are a subset of MSMEs. From a comparative study of ISs and MSME, we propose (proposition-2) a framework that shows MSMEs can be conceptually split into ISs and Conventional MSMEs (C-MSMEs), with an intersection between ISs and C-MSME. This study has also identified four new research areas related to Start-ups and MSMEs. The above characterization and differentiation of ISs from other entrepreneurial ventures will help policymakers, entrepreneurs, and investors to understand ISs and C-MSMEs better and develop suitable policy interventions and risk mitigation strategies.

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Lean Startup Method Hampers Breakthrough Innovations and Company's Innovativeness

Cited by 24 publications

References 18 publications

Lean Startup, Agile Methodologies and Customer Development for business model innovation

Lean Startup, Agile Methodologies and Customer Development for business model innovation

User Innovation as a Basis of Innovation Network Between Universities and Business

Characterizing and Distinguishing ‘Innovative Start-ups’ Among Micro, Small and Medium Enterprises (MSME)

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