Titlebook: Entrepreneurial Strategy; Starting, Managing, Dean A. Shepherd,Holger Patzelt Book‘‘‘‘‘‘‘‘ 2021 The Editor(s) (if applicable) and The Auth

富饶

意外的成功

GNAT

A Lean Framework for Starting a New Venture,nd (5) learning whether to persevere with or pivot from the current course of action. We organize these building blocks into a framework suggesting how considering the contextual characteristics of and the interdependencies between the building blocks can enrich our understanding of using the lean startup framework to start a new venture.

搏斗

forestry

Dean A. Shepherd,Holger PatzeltAddresses fundamental questions to explain how to create, develop and scale new ventures.Focuses on the mind and actions of the founder and founding team.Brings the different pieces of the new venture

心胸狭窄

Malleable

Waltina Scheumann,Ilhan Sagsen,Ece Terecip toward new venture creation. Unsurprisingly, there has been considerable interest in the processes of allocating attention to notice potential opportunities arising from changes in the external environment. We know a great deal about the role of top-down (i.e., based on knowledge and experience) p

Lipohypertrophy

h communities, and how do they engage community members over time to develop their potential opportunities? Building on a recent study of eight new ventures and their communities of inquiry over nine months (Shepherd et al. in ., 106033), this chapter presents a social model of opportunity developme

裂口

Michelangelo Guida,Oğuzhan Göksel recent paper (Shepherd & Gruber in .. ., 2020) to highlight new insights into how new ventures are started based on the lean startup framework. Specifically, we describe the origin of the lean startup framework and its five main building blocks—(1) identifying and evaluating market opportunities in

清楚

Revision of the Contract (Hardship)he 10 most essential subtopics for managing new ventures (Shepherd et al. in . 47:11–42, 2021): (1) lead founder, (2) founding team, (3) social relationships, (4) cognitions, (5) emergent organizing, (6) new venture strategy, (7) organizational emergence, (8) new venture legitimacy, (9) founder exit