RESUMEN
Circular economy has become an important goal for companies to address climate change and pressing resource issues. Yet, the process of circular business experimentation is highly uncertain. While the lean startup has been applied to the circular experimentation process, the concept of effectuation has only been used to a limited extent, despite its potential. We investigate the following question: To what extent can lean startup and effectual thinking be combined to support the circular business model innovation process? We conducted 10 workshops where we combined these concepts with circular economy thinking. A novel process - the Circular Experimentation Workbench - was developed and evaluated to inspire participants to start experimenting with the circular economy. We found that lean startup and effectuation principles are highly complementary. Effectual questions can support the development of successful circular experiments. Our results were potentially limited by constraints related to the workshop format and action research method. Future research could build on the complementary perspectives of lean startup and effectuation to help accelerate the circular economy transition. Supplementary Information: The online version contains supplementary material available at 10.1007/s43615-022-00239-w.
RESUMEN
Although lean search is seen as an important action in lean startup, previous studies have less knowledge on how to realize it, especially in the face of traditional plans that cannot cope with sudden changes in the environment. To fill the research gap, this study investigates the effects of improvisation (exploitative, explorative, and ambidextrous improvisation) on lean search. Meanwhile, this research also discusses the moderating effects of entrepreneurial team heterogeneity and the environmental uncertainty to identify the boundary conditions of this relationship. Supported by the cross-sectional data from 203 Chinese startups, the results show that explorative and ambidextrous improvisation are positively associated with lean search. However, the effect of exploitative improvisation on lean search is unsupported. Additionally, technology uncertainty positively moderates the relationship between exploitative improvisation and lean search. Market uncertainty positively moderates the relationship between explorative improvisation and lean search. However, the entrepreneurial team heterogeneity negatively moderates the relationship between ambidextrous improvisation and lean search. These findings contribute to understanding how startups could conduct lean search in a rapidly changing environment, which provides theoretical guidance for improving the success rate of startups.
RESUMEN
The purpose of the startup approach is to find an appropriate course of action that adds value to the economy's development. This study is aimed to determine the effect of the lean startup approach with mediating effect of business coaching to foster innovative work behavior in women entrepreneurs. Additionally, the study also examines the moderating effect of age on the lean startup approach and innovative work behavior. A quantitative approach was employed. The findings show that the relationship between the lean startup approach and innovative work behavior is significant. Moreover, the findings also revealed a significant mediating effect of business coaching and moderating effect of age. This research encourages practitioners and scholars to deal with women entrepreneurship incubation initiatives in the lean startup methodology. Furthermore, this study also leads to a deeper understanding of women's ideas for business exploration, growth, and implementation. The study contends that guidelines and directives are critical for creative entrepreneurial behavior.
RESUMEN
It is widely accepted that somewhere in the region of 90-95% of startups fail. It is often suggested that the majority of unsuccessful startups either failed to identify a viable idea, or they failed to execute the idea effectively enough to get to market before running out of cash. Two approaches stand out as being particularly well-suited to addressing these problems: Design Thinking and Lean Startup, respectively. This paper presents the Concepturealize™ methodology that cross-applies Design Thinking and Lean Startup as a single iterative process and that enables the entrepreneur to generate real-needs-focussed, user-centred, lean business models. Existing literature reveals a need for further exploration of cross-application of Design Thinking and Lean Startup (and other related methodologies) in the areas of business model development and innovation. This work answers the research question by review of prior attempts to combine Design Thinking and Lean Startup and presenting the Concepturealize™ model that cross-applies Design Thinking and Lean Startup in a single iterative methodology and that enables the practitioner to generate real-needs-focussed, user-centred, lean business models. By following this new process model correctly, a practitioner will be guided to uncover a viable way to create value, develop a deep understanding of the value proposition, the target customers and how to reach and serve them, together with the expected revenue and costs, all needed to properly formulate the business model. Finally, the practitioner may use the Concepturealize™ model to retest the problem-solution fit and understand how the customers perception of value has altered, each time a new product or new features are launched, looking to continually add value at each cycle. Whilst prior research has explored how organisations may make use of both DT and LS, it has failed to demonstrate how they may be used in parallel, throughout the entire business model development process, instead it demonstrates examples of insight into where to transition from one model to the other. This work progresses the state of the art by following Design Science guidelines to present how the true, in-parallel, cross-application of DT and LS, in the context of business model development, is possible.
RESUMEN
Current research funding models for health psychologists tend to be biased toward support for large-scale 'definitive' behavioural trials. This approach emphasizes rigorous tests of one or more key questions, but, unintentionally, may lead to the funding of interventions that are based on myriad untested assumptions. We propose that future funding models should provide support for 'iterative' research that tests assumptions at each stage of the intervention development process, including design, deployment, efficacy, implementation, and sustainability. More funding should be allocated to these developmental stages with funding allocated to testing the efficacy of definitive trials only when it is appropriately supported by research that indicates that key assumptions have been met. This shift should foster more robust behavioural interventions that have appropriate efficacy and effectiveness, and 'work' in the 'real world' contexts. Funders should support assumption testing using a diversity of methods (e.g., qualitative, quantitative, expert consensus), and encourage behavioural researchers to adjust their assumptions according the data produced. We contend that time is now to shift funding models to support assumption-testing research and ensure that funding applications for research testing 'definitive' behavioural trials has clear evidence supporting underlying assumptions.