scholarly journals Minimum Viable Products for Internet of Things Applications: Common Pitfalls and Practices

2019 ◽  
Vol 11 (2) ◽  
pp. 50 ◽  
Author(s):  
Anh Nguyen-Duc ◽  
Khan Khalid ◽  
Sohaib Shahid Bajwa ◽  
Tor Lønnestad
Keyword(s):  
Internet Of Things ◽  
Systematic Approach ◽  
Early Stage ◽  
Third Party ◽  
Software Systems ◽  
Structured Interviews ◽  
Start Up ◽  
The Common ◽  
Start Ups ◽  
Management Requirement

Internet of Things applications are not only the new opportunity for digital businesses but also a major driving force for the modification and creation of software systems in all industries and businesses. Compared to other types of software-intensive products, the development of Internet of Things applications lacks a systematic approach and guidelines. This paper aims at understanding the common practices and challenges among start-up companies who are developing Internet of Things products. A qualitative research is conducted with data from twelve semi-structured interviews. A thematic analysis reveals common types of Minimum Viable Products, prototyping techniques and production concerns among early stage hardware start-ups. We found that hardware start-ups go through an incremental prototyping process toward production. The progress associates with the transition from speed-focus to quality-focus. Hardware start-ups heavily rely on third-party vendors in term of development speed and final product quality. We identified 24 challenges related to management, requirement, design, implementation and testing. Internet of Things entrepreneurs should be aware of relevant pitfalls and managing both internal and external risks.

Start-Ups and Spin-Offs in Biotechnology Sector in Poland

Biotechnology ◽  
2019 ◽  
pp. 1293-1321
Author(s):  
Anna Białek-Jaworska ◽  
Renata Gabryelczyk
Keyword(s):  
Business Models ◽  
Stock Exchange ◽  
Early Stage ◽  
Global Strategy ◽  
Third Party ◽  
Start Up ◽  
Warsaw Stock Exchange ◽  
Business Line ◽  
Definition Of ◽  
Start Ups

This chapter concerns the subject of research-developmental activity of biotech spin-offs in Poland with particular reference to their strategy, determinants of their development and determinants of their financial standing. In the chapter, the authors analyse the determinants of biotech spin-offs and start-ups development in Poland in the light of the research commercialisation cooperation on the universities-business line. The literature overview contains the definition of a process for the commercialisation of the results of research and development (R&D) activity and components of companies' business models. The chapter defines key activities in the development of business models in the context of the commercialisation process and the life cycle of the company, especially at the start up and early stage. Quality-quantitative analysis includes the business models of seven biotechnology spin-offs traded on the alternative market of the Warsaw Stock Exchange, especially the structure of their intellectual capital, R&D expenses in relation to received subsides and grants, third-party shares in start up equity, and the ability to realise the “Go Global” strategy.

Start-Ups and Spin-Offs in Biotechnology Sector in Poland

2015 ◽  
pp. 192-219
Author(s):  
Anna Białek-Jaworska ◽  
Renata Gabryelczyk
Keyword(s):  
Business Models ◽  
Stock Exchange ◽  
Early Stage ◽  
Global Strategy ◽  
Third Party ◽  
Start Up ◽  
Warsaw Stock Exchange ◽  
Business Line ◽  
Definition Of ◽  
Start Ups

This chapter concerns the subject of research-developmental activity of biotech spin-offs in Poland with particular reference to their strategy, determinants of their development and determinants of their financial standing. In the chapter, the authors analyse the determinants of biotech spin-offs and start-ups development in Poland in the light of the research commercialisation cooperation on the universities-business line. The literature overview contains the definition of a process for the commercialisation of the results of research and development (R&D) activity and components of companies' business models. The chapter defines key activities in the development of business models in the context of the commercialisation process and the life cycle of the company, especially at the start up and early stage. Quality-quantitative analysis includes the business models of seven biotechnology spin-offs traded on the alternative market of the Warsaw Stock Exchange, especially the structure of their intellectual capital, R&D expenses in relation to received subsides and grants, third-party shares in start up equity, and the ability to realise the “Go Global” strategy.

Start-Ups and Spin-Offs in Biotechnology Sector in Poland

2020 ◽  
pp. 513-541
Author(s):  
Anna Białek-Jaworska ◽  
Renata Gabryelczyk
Keyword(s):  
Business Models ◽  
Stock Exchange ◽  
Early Stage ◽  
Global Strategy ◽  
Third Party ◽  
Start Up ◽  
Warsaw Stock Exchange ◽  
Business Line ◽  
Definition Of ◽  
Start Ups

This chapter concerns the subject of research-developmental activity of biotech spin-offs in Poland with particular reference to their strategy, determinants of their development and determinants of their financial standing. In the chapter, the authors analyse the determinants of biotech spin-offs and start-ups development in Poland in the light of the research commercialisation cooperation on the universities-business line. The literature overview contains the definition of a process for the commercialisation of the results of research and development (R&D) activity and components of companies' business models. The chapter defines key activities in the development of business models in the context of the commercialisation process and the life cycle of the company, especially at the start up and early stage. Quality-quantitative analysis includes the business models of seven biotechnology spin-offs traded on the alternative market of the Warsaw Stock Exchange, especially the structure of their intellectual capital, R&D expenses in relation to received subsides and grants, third-party shares in start up equity, and the ability to realise the “Go Global” strategy.

scholarly journals The early growth of start-ups: innovation matters. Evidence from Italy

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Raffaele Fiorentino ◽  
Sergio Longobardi ◽  
Alessandro Scaletti
Keyword(s):  
Propensity Score ◽  
Propensity Score Matching ◽  
Firm Growth ◽  
Ad Hoc ◽  
Early Stage ◽  
New Ventures ◽  
Objective Measure ◽  
Content Type ◽  
Start Up ◽  
Start Ups

PurposeDespite the relevance of innovation in entrepreneurship literature, empirical research on the innovation-performance relationship in start-ups is underdeveloped and shows controversial results. To bridge this gap, the aim of this paper is to investigate the role of innovativeness on new venture performance in the early stage of the life cycle.Design/methodology/approachRegression modelling and propensity score matching are used to reveal systematic differences in growth between innovative start-ups (ISUPs) and non-innovative start-ups. We use an ad hoc dataset obtained through merging the financial database AIDA with data from administrative sources (Italian Chambers of Commerce and the Italian Ministry for Economic Development).FindingsThe results show that differences in growth can be explained by the different levels of innovativeness in new ventures. Moreover, unlike in prior studies, the innovation inputs matter more than innovation outputs. Indeed, the results support the idea that innovation policies can contribute to maximising the potential of start-ups.Practical implicationsThe findings provide suggestions for policy makers and entrepreneurs to help firms configure ex ante appropriate actions to support the growth of new ventures in the start-up stage.Originality/valueThis study is the first to use the new objective measure of start-up innovation, available from the Italian LD 221 register. Second, different types of innovation are investigated as antecedents of firm growth. Third, we employ propensity score matching, which favours revealing systematic differences in growth between ISUPs and non-innovative start-ups. Fourth, the results of our study are the first to offer evidence on the effectiveness of the new Italian sustaining ISUPs policy.

Exploring the role of business relationships in start-ups’ life cycles

IMP Journal ◽  
2018 ◽  
Vol 12 (3) ◽  
pp. 519-543
Author(s):  
Chiara Cantù ◽  
Sepe Giorgia ◽  
Alessandra Tzannis
Keyword(s):  
Life Cycle ◽  
Secondary Data ◽  
Life Cycles ◽  
Business Relationships ◽  
Structured Interviews ◽  
Content Type ◽  
Strategic Resources ◽  
Start Up ◽  
Start Ups

Purpose Differently from previous works that focused on the entrepreneur and on his ability to manage social relationships, the purpose of this paper is to investigate the role of business relationships in the different stages of the life cycle of a start-up. Design/methodology/approach Since the paper aims to explore startups’ evolutionary phenomenon, it adopts a qualitative abductive methodology, presenting an in-depth study of two innovative Italian start-ups. The research is based on two steps. In the first one, the authors collected secondary data from start-ups’ reports and documents, financial indicators (when available) and processed them to understand their background. In the second one, the authors conducted ten semi-structured interviews, including face-to-face interviews, phone interviews and video conferences. Findings The paper presents a relationship-based life cycle model composed of four different stages, depending on the number and role of relationships developed. Indeed, since the beginning, start-ups adopt a relational approach and their evolution involves the shift from the focus on the entrepreneur to the centrality of a network approach based on interconnected relationships. The entering into a new stage of life cycle depends on relationships, mainly based on connected actors and resources shared and combined. Even if a key role is assumed by technology, the main resource is identified in the knowledge concerning the customer/user’s needs that require marketing competencies, human resources, relational capabilities. Thus, the shift from one stage to the next in the start-up’s life cycle is possible thanks to a parallel shift from a focus on the activities to a focus on those strategic and heterogeneous actors that ensure activities. Originality/value In a traditional perspective, the start-up’s life cycle depends on activities, financial resources and revenues, as stated by previous life cycle models. In a different perspective, as depicted in our analysis, the evolution of a start-up depends on the portfolio of their business relationships. The role of business relationships is hence to facilitate the interconnections within specialized key actors, which allow start-ups to access strategic resources. These resources are essential in order to develop the activities that characterize the specific stage of the life cycle.

scholarly journals Design practices for strategic innovation in start-ups

2019 ◽  
Vol 2 (1) ◽  
Author(s):  
Daphna GLAUBERT ◽  
Zarina CHARLESWORTH ◽  
Nathalie NYFFELER ◽  
Luc BERGERON ◽  
Luc BERGERON
Keyword(s):  
Early Stage ◽  
Self Report ◽  
Initial Development ◽  
Design Practices ◽  
Strategic Innovation ◽  
Stage Of Development ◽  
Start Up ◽  
Product Service ◽  
Working Together ◽  
Start Ups

This paper looks at the use of design practices in start-up firms for the creation of strategic advantage through product/service innovation. Start-ups face non-negligible challenges during the early-stage of development. The research questions examined to what extent design practices can provide the leverage needed to face these challenges. A 4-day Innovation by Design Challenge workshop provided the field for the research carried out. Participants were start-up firms each working together with two designers to form six teams. Methods used included: observation for the mapping of team activities; a short self-report questionnaire and; pre- and post-workshop semi-directed interviews with the start-ups. The findings support the idea that design practice integration into the initial development of a start-up can indeed provide a lever for success and provide the start-up with the strategic vision needed to go through the early-stage and bring their products/services to market successfully.

Enterprise survival in the high-tech community: persuasion and power in board decisions

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ronit Yitshaki ◽  
Eli Gimmon ◽  
Susanna Khavul
Keyword(s):  
High Tech ◽  
Structured Interviews ◽  
Board Size ◽  
Term Survival ◽  
Long Term Survival ◽  
Content Type ◽  
Board Processes ◽  
Start Up ◽  
Start Ups

Purpose This study aims to examine the extent to which board size, the use of power by venture capital investors and entrepreneurs’ interpersonal tactics such as persuasion to sway board decisions, influence the long-term survival of start-ups. Design/methodology/approach This study used a mixed-methods approach. The quantitative part is based on data collected from 179 chief executive officers (CEOs) of high-tech start-ups community financed by venture capitalists (VCs) in Israel of which 59 did not survive. To achieve a better understanding of these findings, semi-structured interviews with 12 entrepreneurs were conducted. Findings Smaller boards were positively associated with venture survival. The use of power by VC investors positively influenced start-up survival. CEO persuasion had a negative effect on venture survival; however, its interaction with board size suggests that it had a lesser effect on very small boards. Practical implications Although investors’ control over decision-making contributes to long-term survival, entrepreneurs should be aware of the possible detrimental effects of exercising a high level of persuasion in board processes. The findings also suggest that a small board size is preferable for start-up survival. Originality/value Exploring the effect of board processes on venture survival is considered complex. A unique sample of high-technology start-ups consisting of both surviving and failed start-ups was analyzed to explore the effects of persuasion and power in board processes.

The Corporate Social Network (CSN) in SME's

2017 ◽  
pp. 33-52
Author(s):  
Isabelle Choquet ◽  
Jacques Folon
Keyword(s):  
Social Networks ◽  
Social Network ◽  
Knowledge Sharing ◽  
Collective Intelligence ◽  
Early Stage ◽  
Efficient Tool ◽  
Start Up ◽  
The Creation ◽  
Corporate Social ◽  
Start Ups

The authors intend to demonstrate that corporate social networks (CSN) are a very efficient tool for SME's and start-ups, since their early launch. They will immediately create an interactive structure and a culture of collective intelligence. The chapter aims at revealing how SMEs or start-ups are able to capture the opportunities provided by CSNs, perceived as proximity social networks. The research investigates if the use of CSN at the launch of the SME promotes the development of a collective intelligence culture, but also if several CSN may coexist within the same structure according to the needs encountered: “above-the-flow” approach (dialogue, exchanges) or “in the flow” approach (integration of workflow and document). The authors strongly believe that CSN has to be introduced by a web entrepreneur at the early stage of creation of his start-up, because it supports the scaling of the business, allowing the creation of a knowledge sharing culture, making the knowledge available inside the company.

Empowering human resource functions with data-driven decision-making in start-ups: a narrative inquiry approach

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Deepkumar Varma ◽  
Pankaj Dutta
Keyword(s):  
Decision Making ◽  
Narrative Inquiry ◽  
Technology Implementation ◽  
Data Driven ◽  
Structured Interviews ◽  
New Paradigm ◽  
Data Driven Decision Making ◽  
Content Type ◽  
Start Up ◽  
Start Ups

Purpose Across industries, firms want to adopt data-driven decision-making (DDDM) in various organizational functions. Although DDDM is not a new paradigm, little is known about how to effectively implement DDDM and which problem areas to focus on in these functions. This study aims to enable start-ups to use DDDM in human resources (HR) by studying five HR domains using a narrative inquiry technique and aims to guide managers and HR practitioners in start-ups to enable data-driven decisions in HR. Design/methodology/approach This study adopts the narrative inquiry technique by conducting semi-structured interviews with HR practitioners and senior members handling HR functions in start-ups. Interview memos are thematically analyzed to identify repeated ideas, concepts or elements that become apparent. Findings The study findings indicate that start-ups need to have canned operational reports with right attributes in each of these HR domains, which members should use when performing HR tasks. Few metrics, like cost-to-hire in recruitment, distinctly surfaced relatively higher in importance that each start-up, should compute and use in decision-making. Practical implications Managers, HR practitioners and information technology implementation teams will be able to consume the findings to effectively design or evaluate HR processes or systems that empower decision-making in a start-up. Originality/value Start-ups have a fast-paced culture where creativity, relationships and nimbleness are valued. Prevalent decision models of larger organizations are not suitable in start-ups’ environments. This study, being cognizant of these nuances, takes a fresh approach to guide start-ups adopt DDDM in HR and identify key problem areas where decision-making should be enabled through data.

Journey's end: a dynamic framework of entrepreneurial processes and capitals relating to early stage business exit

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Richard Hanage ◽  
Pekka Stenholm ◽  
Jonathan M. Scott ◽  
Mark A.P. Davies
Keyword(s):  
Case Studies ◽  
Early Stage ◽  
Theory Building ◽  
Cross Sectional ◽  
Content Type ◽  
Dynamic Framework ◽  
Longitudinal Dynamic ◽  
Start Up ◽  
New Business ◽  
Start Ups

PurposeThe purpose of this paper is to respond to the call by McMullen and Dimov (2013) for a clearer understanding of entrepreneurial journeys by investigating the entrepreneurial capitals and micro-processes of seven young early stage entrepreneurs who all exited their businesses within 3 years of start-up.Design/methodology/approachThe authors analysed empirical data from concurrent in-depth interviews which generated rich longitudinal case studies. Theory-building then led to a proposed “Longitudinal Dynamic Process Framework” of entrepreneurial goals, processes and capitals.FindingsThe framework builds on prior studies by integrating entrepreneurial processes and decisions into two feedback loops based on continuous review and learning. It thereby enhances understanding of the dynamics of new business development and unfolds the early stage ventures entrepreneurs' business exits.Research limitations/implicationsThe findings are based on a small purposive sample. However, the main implication for research and theory is showing how the entrepreneurial capitals are dynamic and influenced by entrepreneurs' environment, and also separating entrepreneurs' personal issues from their business issues.Practical implicationsThe findings challenge some assumptions of policymakers and offer new insights for practitioners and early stage entrepreneurs. These include having more realistic case-studies of the entrepreneurial journey, recognizing the need to be agile and tenacious to cope with challenges, understanding how capitals can interact in complementary ways and that entrepreneurial processes can be used to leverage them at appropriate stages of the start-ups.Originality/valueThe concurrent longitudinal analysis and theory-building complements extant cross-sectional studies by identifying and analysing the detailed processes of actual business start-ups and exits. The proposed framework thereby adds coherence to earlier studies and helps to explain early stage entrepreneurial development, transformation of capitals and business exit.

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