Lean Startup: Operationalizing Lean Startup Capability and testing its performance implications

Rainer Harms, Mario Schwery

    Research output: Contribution to journalArticleAcademicpeer-review

    52 Citations (Scopus)
    444 Downloads (Pure)

    Abstract

    Many startups use Lean Startup (LS). But is it effective? While there are emerging qualitative findings, quantitative evidence does not yet exist. To address this gap, we developed an operationalization of the degree to which startups use LS (Lean Startup Capability, LSC). We then analyzed the LSC-performance relationship. We found a strong and robust relationship. A discussion contextualizes our findings. The LSC operationalization is relevant for research as future efforts can build on and extend it. The contribution to entrepreneurial practice is that we carved out the element of LSC, and showed that LS is indeed linked to performance.
    Original languageEnglish
    Pages (from-to)200-223
    Number of pages24
    JournalJournal of small business management
    Volume58
    Issue number1
    Early online date8 Nov 2019
    DOIs
    Publication statusPublished - 23 Jan 2020

    Keywords

    • UT-Hybrid-D

    Fingerprint

    Dive into the research topics of 'Lean Startup: Operationalizing Lean Startup Capability and testing its performance implications'. Together they form a unique fingerprint.

    Cite this