The Experts below are selected from a list of 360 Experts worldwide ranked by ideXlab platform
Pekka Abrahamsson - One of the best experts on this subject based on the ideXlab platform.
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lean internal Startups for software product innovation in large companies enablers and inhibitors
arXiv: Computers and Society, 2018Co-Authors: Henry Edison, Nina M. Smørsgård, Xiaofeng Wang, Pekka AbrahamssonAbstract:To compete in this age of disruption, large companies cannot rely on cost efficiency, lead time reduction and quality improvement. They are now looking for ways to innovate like Startups. Meanwhile, the awareness and use of the Lean startup approach have grown rapidly amongst the software startup community in recent years. This study investigates how Lean internal startup facilitates software product innovation in large companies and identifies its enablers and inhibitors. A multiple case study approach is followed in the investigation. Two software product innovation projects from two large companies are examined, using a conceptual framework that is based on the method-in-action framework and extended with the previously developed Lean-Internal Corporate Venture model. Seven face-to-face in-depth interviews of the employees with different roles are conducted. Within-case analysis and cross-case comparison are applied to draw the findings from the cases. A generic process flow summarises the common key processes of Lean internal Startups. The findings suggest that an internal startup that is initiated management or employees faces different challenges. A list of enablers of applying Lean startup in large companies are identified, including top management support and cross-functional team. Both cases face different inhibitors due to the different process of inception, objective of the team and type of the product. Our contributions are threefold. First, this study is one of the first attempt to investigate the use of Lean startup approach in large companies empirically. Second, the study shows the potential of the method-in-action framework to investigate the Lean startup approach in non-startup context. The third is a general process of Lean internal startup and the evidence of the enablers and inhibitors of implementing it, which are both theory-informed and empirically grounded.
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Lean Internal Startups for Software Product Innovation in Large Companies: Enablers and Inhibitors
Journal of Systems and Software, 2018Co-Authors: Henry Edison, Nina M. Smørsgård, Xiaofeng Wang, Pekka AbrahamssonAbstract:Context: Startups are disrupting traditional markets and replacing well-established actors with their innovative products.To compete in this age of disruption, large and established companies cannot rely on traditional ways of advancement, which focus on cost efficiency, lead time reduction and quality improvement. Corporate management is now looking for possibilities to innovate like Startups. Along with it, the awareness and the use of the Lean startup approach have grown rapidly amongst the software startup community and large companies in recent years. Objective: The aim of this study is to investigate how Lean internal startup facilitates software product innovation in large companies. This study also identifies the enablers and inhibitors for Lean internal Startups. Method: A multiple case study approach is followed in the investigation. Two software product innovation projects from two different large companies are examined, using a conceptual framework that is based on the method-in-action framework and extended with the previously developed Lean-Internal Corporate Venture model. Seven face-to-face in-depth interviews of the employees with different roles and responsibilities are conducted. The collected data is analysed through a careful coding process. Within-case analysis and cross-case comparison are applied to draw the findings from the two cases. Results: A generic process flow summarises the common key processes of Lean internal Startups in the context of large companies. The findings suggest that an internal startup can be initiated top-down by management, or bottom-up by employees, which faces different challenges. A list of enablers and inhibitors of applying Lean startup in large companies are identified, including top management support and cross-functional team as key enablers. Both cases face different inhibitors due to the different process of inception, objective of the team and type of the product. Conclusions: The contribution of this study for research is threefold. First, this study is one of the first attempt to investigate the use of Lean startup approach in the context of large companies empirically. Second, the study shows the potential of the method-in-action framework to investigate the Lean startup approach in non-startup context. The third contribution is a general process of Lean internal startup and the evidence of the enablers and inhibitors of implementing it, which are both theory-informed and empirically grounded. Future studies could extend our study by addressing the limitations of the research approach undertaken in this study.
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“Failures” to be celebrated: an analysis of major pivots of software Startups
Empirical Software Engineering, 2017Co-Authors: Sohaib Shahid Bajwa, Xiaofeng Wang, Anh Nguyen Duc, Pekka AbrahamssonAbstract:In the context of software Startups, project failure is embraced actively and considered crucial to obtain validated learning that can lead to pivots. A pivot is the strategic change of a business concept, product or the different elements of a business model. A better understanding is needed on different types of pivots and different factors that lead to failures and trigger pivots, for software entrepreneurial teams to make better decisions under chaotic and unpredictable environment. Due to the nascent nature of the topic, the existing research and knowledge on the pivots of software Startups are very limited. In this study, we aimed at identifying the major types of pivots that software Startups make during their startup processes, and highlighting the factors that fail software projects and trigger pivots. To achieve this, we conducted a case survey study based on the secondary data of the major pivots happened in 49 software Startups. 10 pivot types and 14 triggering factors were identified. The findings show that customer need pivot is the most common among all pivot types. Together with customer segment pivot, they are common market related pivots. The major product related pivots are zoom-in and technology pivots. Several new pivot types were identified, including market zoom-in, complete and side project pivots. Our study also demonstrates that negative customer reaction and flawed business model are the most common factors that trigger pivots in software Startups. Our study extends the research knowledge on software startup pivot types and pivot triggering factors. Meanwhile it provides practical knowledge to software Startups, which they can utilize to guide their effective decisions on pivoting.
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are software Startups applying agile practices the state of the practice from a large survey
International Conference on Agile Software Development, 2017Co-Authors: Jevgenija Pantiuchina, Xiaofeng Wang, Marco Mondini, Dron Khanna, Pekka AbrahamssonAbstract:Software Startups operate under various uncertainties and the demand on their ability to deal with change is high. Agile methods are considered a suitable and viable development approach for them. However, the competing needs for speed and quality may render certain agile practices less suitable than others in the startup context. The adoption of agile practices can be further complicated in software Startups that adopt the Lean Startup approach. To make the best of agile practices, it is necessary to first understand whether and how they are used in software Startups. This study targets at a better understanding of the use of agile practices in software Startups, with a particular focus on lean Startups. Based on a large survey of 1526 software Startups, we examined the use of five agile practices, including quality related (regular refactoring and test first), speed related (frequent release and agile planning) and communication practice (daily standup meeting). The findings show that speed related agile practices are used to a greater extent in comparison to quality practices. Daily standup meeting is least used. Software Startups who adopt the Lean Startup approach do not sacrifice quality for speed more than other Startups do.
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what influences the speed of prototyping an empirical investigation of twenty software Startups
International Conference on Agile Software Development, 2017Co-Authors: Anh Nguyenduc, Xiaofeng Wang, Pekka AbrahamssonAbstract:It is essential for Startups to quickly experiment business ideas by building tangible prototypes and collecting user feedback on them. As prototyping is an inevitable part of learning for early stage software Startups, how fast Startups can learn depends on how fast they can prototype. Despite of the importance, there is a lack of research about prototyping in software Startups. In this study, we aimed at understanding what are factors influencing different types of prototyping activities. We conducted a multiple case study on twenty European software Startups. The results are two folds; firstly we propose a prototype-centric learning model in early stage software Startups. Secondly, we identify factors occur as barriers but also facilitators for prototyping in early stage software Startups. The factors are grouped into (1) artifacts, (2) team competence, (3) collaboration, (4) customer and (5) process dimensions. To speed up a startup’s progress at the early stage, it is important to incorporate the learning objective into a well-defined collaborative approach of prototyping.
Xiaofeng Wang - One of the best experts on this subject based on the ideXlab platform.
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a model of requirements engineering in software Startups
Information & Software Technology, 2019Co-Authors: Jorge Melegati, Alfredo Goldman, Fabio Kon, Xiaofeng WangAbstract:Abstract Context Over the past 20 years, software Startups have created many products that have changed human life. Since these companies are creating brand-new products or services, requirements are difficult to gather and highly volatile. Although scientific interest in software development in this context has increased, the studies on requirements engineering in software Startups are still scarce and mostly focused on elicitation activities. Objective This study overcomes this gap by answering how requirements engineering practices are performed in this context. Method We conducted a grounded theory study based on 17 interviews with software Startups practitioners. Results We constructed a model to show that software Startups do not follow a single set of practices but, instead, build a custom process, changed throughout the development of the company, combining different practices according to a set of influences (Founders, Software Development Manager, Developers, Market, Business Model and Startup Ecosystem). Conclusion Our findings show that requirements engineering activities in software Startups are similar to those in agile teams, but some steps vary as a consequence of the lack of an accessible customer.
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lean internal Startups for software product innovation in large companies enablers and inhibitors
arXiv: Computers and Society, 2018Co-Authors: Henry Edison, Nina M. Smørsgård, Xiaofeng Wang, Pekka AbrahamssonAbstract:To compete in this age of disruption, large companies cannot rely on cost efficiency, lead time reduction and quality improvement. They are now looking for ways to innovate like Startups. Meanwhile, the awareness and use of the Lean startup approach have grown rapidly amongst the software startup community in recent years. This study investigates how Lean internal startup facilitates software product innovation in large companies and identifies its enablers and inhibitors. A multiple case study approach is followed in the investigation. Two software product innovation projects from two large companies are examined, using a conceptual framework that is based on the method-in-action framework and extended with the previously developed Lean-Internal Corporate Venture model. Seven face-to-face in-depth interviews of the employees with different roles are conducted. Within-case analysis and cross-case comparison are applied to draw the findings from the cases. A generic process flow summarises the common key processes of Lean internal Startups. The findings suggest that an internal startup that is initiated management or employees faces different challenges. A list of enablers of applying Lean startup in large companies are identified, including top management support and cross-functional team. Both cases face different inhibitors due to the different process of inception, objective of the team and type of the product. Our contributions are threefold. First, this study is one of the first attempt to investigate the use of Lean startup approach in large companies empirically. Second, the study shows the potential of the method-in-action framework to investigate the Lean startup approach in non-startup context. The third is a general process of Lean internal startup and the evidence of the enablers and inhibitors of implementing it, which are both theory-informed and empirically grounded.
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Lean Internal Startups for Software Product Innovation in Large Companies: Enablers and Inhibitors
Journal of Systems and Software, 2018Co-Authors: Henry Edison, Nina M. Smørsgård, Xiaofeng Wang, Pekka AbrahamssonAbstract:Context: Startups are disrupting traditional markets and replacing well-established actors with their innovative products.To compete in this age of disruption, large and established companies cannot rely on traditional ways of advancement, which focus on cost efficiency, lead time reduction and quality improvement. Corporate management is now looking for possibilities to innovate like Startups. Along with it, the awareness and the use of the Lean startup approach have grown rapidly amongst the software startup community and large companies in recent years. Objective: The aim of this study is to investigate how Lean internal startup facilitates software product innovation in large companies. This study also identifies the enablers and inhibitors for Lean internal Startups. Method: A multiple case study approach is followed in the investigation. Two software product innovation projects from two different large companies are examined, using a conceptual framework that is based on the method-in-action framework and extended with the previously developed Lean-Internal Corporate Venture model. Seven face-to-face in-depth interviews of the employees with different roles and responsibilities are conducted. The collected data is analysed through a careful coding process. Within-case analysis and cross-case comparison are applied to draw the findings from the two cases. Results: A generic process flow summarises the common key processes of Lean internal Startups in the context of large companies. The findings suggest that an internal startup can be initiated top-down by management, or bottom-up by employees, which faces different challenges. A list of enablers and inhibitors of applying Lean startup in large companies are identified, including top management support and cross-functional team as key enablers. Both cases face different inhibitors due to the different process of inception, objective of the team and type of the product. Conclusions: The contribution of this study for research is threefold. First, this study is one of the first attempt to investigate the use of Lean startup approach in the context of large companies empirically. Second, the study shows the potential of the method-in-action framework to investigate the Lean startup approach in non-startup context. The third contribution is a general process of Lean internal startup and the evidence of the enablers and inhibitors of implementing it, which are both theory-informed and empirically grounded. Future studies could extend our study by addressing the limitations of the research approach undertaken in this study.
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“Failures” to be celebrated: an analysis of major pivots of software Startups
Empirical Software Engineering, 2017Co-Authors: Sohaib Shahid Bajwa, Xiaofeng Wang, Anh Nguyen Duc, Pekka AbrahamssonAbstract:In the context of software Startups, project failure is embraced actively and considered crucial to obtain validated learning that can lead to pivots. A pivot is the strategic change of a business concept, product or the different elements of a business model. A better understanding is needed on different types of pivots and different factors that lead to failures and trigger pivots, for software entrepreneurial teams to make better decisions under chaotic and unpredictable environment. Due to the nascent nature of the topic, the existing research and knowledge on the pivots of software Startups are very limited. In this study, we aimed at identifying the major types of pivots that software Startups make during their startup processes, and highlighting the factors that fail software projects and trigger pivots. To achieve this, we conducted a case survey study based on the secondary data of the major pivots happened in 49 software Startups. 10 pivot types and 14 triggering factors were identified. The findings show that customer need pivot is the most common among all pivot types. Together with customer segment pivot, they are common market related pivots. The major product related pivots are zoom-in and technology pivots. Several new pivot types were identified, including market zoom-in, complete and side project pivots. Our study also demonstrates that negative customer reaction and flawed business model are the most common factors that trigger pivots in software Startups. Our study extends the research knowledge on software startup pivot types and pivot triggering factors. Meanwhile it provides practical knowledge to software Startups, which they can utilize to guide their effective decisions on pivoting.
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are software Startups applying agile practices the state of the practice from a large survey
International Conference on Agile Software Development, 2017Co-Authors: Jevgenija Pantiuchina, Xiaofeng Wang, Marco Mondini, Dron Khanna, Pekka AbrahamssonAbstract:Software Startups operate under various uncertainties and the demand on their ability to deal with change is high. Agile methods are considered a suitable and viable development approach for them. However, the competing needs for speed and quality may render certain agile practices less suitable than others in the startup context. The adoption of agile practices can be further complicated in software Startups that adopt the Lean Startup approach. To make the best of agile practices, it is necessary to first understand whether and how they are used in software Startups. This study targets at a better understanding of the use of agile practices in software Startups, with a particular focus on lean Startups. Based on a large survey of 1526 software Startups, we examined the use of five agile practices, including quality related (regular refactoring and test first), speed related (frequent release and agile planning) and communication practice (daily standup meeting). The findings show that speed related agile practices are used to a greater extent in comparison to quality practices. Daily standup meeting is least used. Software Startups who adopt the Lean Startup approach do not sacrifice quality for speed more than other Startups do.
Henry Edison - One of the best experts on this subject based on the ideXlab platform.
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lean internal Startups for software product innovation in large companies enablers and inhibitors
arXiv: Computers and Society, 2018Co-Authors: Henry Edison, Nina M. Smørsgård, Xiaofeng Wang, Pekka AbrahamssonAbstract:To compete in this age of disruption, large companies cannot rely on cost efficiency, lead time reduction and quality improvement. They are now looking for ways to innovate like Startups. Meanwhile, the awareness and use of the Lean startup approach have grown rapidly amongst the software startup community in recent years. This study investigates how Lean internal startup facilitates software product innovation in large companies and identifies its enablers and inhibitors. A multiple case study approach is followed in the investigation. Two software product innovation projects from two large companies are examined, using a conceptual framework that is based on the method-in-action framework and extended with the previously developed Lean-Internal Corporate Venture model. Seven face-to-face in-depth interviews of the employees with different roles are conducted. Within-case analysis and cross-case comparison are applied to draw the findings from the cases. A generic process flow summarises the common key processes of Lean internal Startups. The findings suggest that an internal startup that is initiated management or employees faces different challenges. A list of enablers of applying Lean startup in large companies are identified, including top management support and cross-functional team. Both cases face different inhibitors due to the different process of inception, objective of the team and type of the product. Our contributions are threefold. First, this study is one of the first attempt to investigate the use of Lean startup approach in large companies empirically. Second, the study shows the potential of the method-in-action framework to investigate the Lean startup approach in non-startup context. The third is a general process of Lean internal startup and the evidence of the enablers and inhibitors of implementing it, which are both theory-informed and empirically grounded.
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Lean Internal Startups for Software Product Innovation in Large Companies: Enablers and Inhibitors
Journal of Systems and Software, 2018Co-Authors: Henry Edison, Nina M. Smørsgård, Xiaofeng Wang, Pekka AbrahamssonAbstract:Context: Startups are disrupting traditional markets and replacing well-established actors with their innovative products.To compete in this age of disruption, large and established companies cannot rely on traditional ways of advancement, which focus on cost efficiency, lead time reduction and quality improvement. Corporate management is now looking for possibilities to innovate like Startups. Along with it, the awareness and the use of the Lean startup approach have grown rapidly amongst the software startup community and large companies in recent years. Objective: The aim of this study is to investigate how Lean internal startup facilitates software product innovation in large companies. This study also identifies the enablers and inhibitors for Lean internal Startups. Method: A multiple case study approach is followed in the investigation. Two software product innovation projects from two different large companies are examined, using a conceptual framework that is based on the method-in-action framework and extended with the previously developed Lean-Internal Corporate Venture model. Seven face-to-face in-depth interviews of the employees with different roles and responsibilities are conducted. The collected data is analysed through a careful coding process. Within-case analysis and cross-case comparison are applied to draw the findings from the two cases. Results: A generic process flow summarises the common key processes of Lean internal Startups in the context of large companies. The findings suggest that an internal startup can be initiated top-down by management, or bottom-up by employees, which faces different challenges. A list of enablers and inhibitors of applying Lean startup in large companies are identified, including top management support and cross-functional team as key enablers. Both cases face different inhibitors due to the different process of inception, objective of the team and type of the product. Conclusions: The contribution of this study for research is threefold. First, this study is one of the first attempt to investigate the use of Lean startup approach in the context of large companies empirically. Second, the study shows the potential of the method-in-action framework to investigate the Lean startup approach in non-startup context. The third contribution is a general process of Lean internal startup and the evidence of the enablers and inhibitors of implementing it, which are both theory-informed and empirically grounded. Future studies could extend our study by addressing the limitations of the research approach undertaken in this study.
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software product innovation through startup experimentation in large companies
Product Focused Software Process Improvement, 2016Co-Authors: Henry EdisonAbstract:Startups are king of innovation. Their innovative products not only have changed our lives today but also put long-established players under pressure. Corporate management is now looking for ways to innovate like startup. Along with it, awareness and use of the Lean start-up method has grown rapidly amongst the software startup community and large companies in recent years. However, how large companies could benefit from this method is still not fully understood. To shed a light on this issue, we conducted a multiple case study with 5 internal Startups from different large companies.
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product innovation through internal startup in large software companies a case study
Software Engineering and Advanced Applications, 2016Co-Authors: Henry Edison, Xiaofeng Wang, Pekka AbrahamssonAbstract:Product innovation is a risky activity, but when successful, it enables large software companies accrue high profits and leapfrog the competition. Internal Startups have been promoted as one way to foster product innovation in large companies, which allows them to innovate as Startups do. However, internal Startups in large companies are challenging endeavours despite of the promised benefits. How large software companies can leverage internal Startups in software product innovation is not fully understood due to the scarcity of the relevant studies. Based on a conceptual framework that combines the elements from the Lean startup approach and an internal corporate venturing model, we conducted a case study of a large software company to examine how a new product was developed through the internal startup effort and struggled to achieve the desired outcomes set by the management. As a result, the conceptual framework was further developed into a Lean startup-enabled new product development model for large software companies.
Antonio Ghezzi - One of the best experts on this subject based on the ideXlab platform.
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Digital Startups and the adoption and implementation of Lean Startup Approaches: Effectuation, Bricolage and Opportunity Creation in practice
Technological Forecasting and Social Change, 2018Co-Authors: Antonio GhezziAbstract:Digital Startups launching original value propositions can test out and validate their business model using a recent and emerging set of practices known as Lean Startup Approaches (LSAs), which consist of Customer Development and the Lean Startup. While LSAs are gaining momentum in the ecosystem surrounding digital Startups, they still suffer from poor theoretical foundations and operational issues that hinder their adoption and implementation. The aim of this study is to go beyond recalling anecdotal and single-case examples and, through mixed-methods research involving 227 digital Startups, provide a first large-scale analysis of: (i) if and how digital Startups apply Lean Startups Approaches; (ii) the ensuing results; (iii) the main advantages and disadvantages that stem from adopting and implementing LSAs; and (iv) how digital Startups connect and combine the LSAs with other entrepreneurial approaches and tools for launching Startups. The findings reveal that most of the sample has adopted LSAs and obtained several benefits from their use. A list of practical guidelines on how to solve the existing drawbacks and enhance the effectiveness of adopting and implementing LSAs is hence proposed. To conclude, a framework for organizing the empirical findings is put forward, where LSAs are inserted into the entrepreneurship theory debate on Effectuation, Entrepreneurial Bricolage and Opportunity Creation. Suggestions are then provided on how to sequence and bridge effectuation and causation logics and decision-making tools in an “entrepreneurial opportunities space”.
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a comparative study on the impact of business model design lean startup approach versus traditional business plan on mobile Startups performance
International Conference on Enterprise Information Systems, 2015Co-Authors: Antonio Ghezzi, Andrea Rangone, Andrea Cavallaro, Raffaello BaloccoAbstract:Business Model Design (BMD) & Lean Startup (LSA) approach are two widespread practices among entrepreneurs, where many Mobile Startups declare to adopt them. However, neither of the two frameworks are well rooted in the academic literature; and few studies address the issue of whether they actually outperform traditional approaches to new Mobile Startups creation. This study???s aim is to assesses the contribution to performance of the combined use of BMD and LSA for two Startups operating in the highly dynamic Mobile Applications Industry; performances are then compared to those achieved by two Mobile Star-ups adopting the traditional Business Plan approach. Findings reveal how the combined use of BMD and LSA outperforms the traditional BP in the cases analyzed, thus constituting a promising methodology to support Strategic Entrepreneurship.
Nina M. Smørsgård - One of the best experts on this subject based on the ideXlab platform.
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lean internal Startups for software product innovation in large companies enablers and inhibitors
arXiv: Computers and Society, 2018Co-Authors: Henry Edison, Nina M. Smørsgård, Xiaofeng Wang, Pekka AbrahamssonAbstract:To compete in this age of disruption, large companies cannot rely on cost efficiency, lead time reduction and quality improvement. They are now looking for ways to innovate like Startups. Meanwhile, the awareness and use of the Lean startup approach have grown rapidly amongst the software startup community in recent years. This study investigates how Lean internal startup facilitates software product innovation in large companies and identifies its enablers and inhibitors. A multiple case study approach is followed in the investigation. Two software product innovation projects from two large companies are examined, using a conceptual framework that is based on the method-in-action framework and extended with the previously developed Lean-Internal Corporate Venture model. Seven face-to-face in-depth interviews of the employees with different roles are conducted. Within-case analysis and cross-case comparison are applied to draw the findings from the cases. A generic process flow summarises the common key processes of Lean internal Startups. The findings suggest that an internal startup that is initiated management or employees faces different challenges. A list of enablers of applying Lean startup in large companies are identified, including top management support and cross-functional team. Both cases face different inhibitors due to the different process of inception, objective of the team and type of the product. Our contributions are threefold. First, this study is one of the first attempt to investigate the use of Lean startup approach in large companies empirically. Second, the study shows the potential of the method-in-action framework to investigate the Lean startup approach in non-startup context. The third is a general process of Lean internal startup and the evidence of the enablers and inhibitors of implementing it, which are both theory-informed and empirically grounded.
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Lean Internal Startups for Software Product Innovation in Large Companies: Enablers and Inhibitors
Journal of Systems and Software, 2018Co-Authors: Henry Edison, Nina M. Smørsgård, Xiaofeng Wang, Pekka AbrahamssonAbstract:Context: Startups are disrupting traditional markets and replacing well-established actors with their innovative products.To compete in this age of disruption, large and established companies cannot rely on traditional ways of advancement, which focus on cost efficiency, lead time reduction and quality improvement. Corporate management is now looking for possibilities to innovate like Startups. Along with it, the awareness and the use of the Lean startup approach have grown rapidly amongst the software startup community and large companies in recent years. Objective: The aim of this study is to investigate how Lean internal startup facilitates software product innovation in large companies. This study also identifies the enablers and inhibitors for Lean internal Startups. Method: A multiple case study approach is followed in the investigation. Two software product innovation projects from two different large companies are examined, using a conceptual framework that is based on the method-in-action framework and extended with the previously developed Lean-Internal Corporate Venture model. Seven face-to-face in-depth interviews of the employees with different roles and responsibilities are conducted. The collected data is analysed through a careful coding process. Within-case analysis and cross-case comparison are applied to draw the findings from the two cases. Results: A generic process flow summarises the common key processes of Lean internal Startups in the context of large companies. The findings suggest that an internal startup can be initiated top-down by management, or bottom-up by employees, which faces different challenges. A list of enablers and inhibitors of applying Lean startup in large companies are identified, including top management support and cross-functional team as key enablers. Both cases face different inhibitors due to the different process of inception, objective of the team and type of the product. Conclusions: The contribution of this study for research is threefold. First, this study is one of the first attempt to investigate the use of Lean startup approach in the context of large companies empirically. Second, the study shows the potential of the method-in-action framework to investigate the Lean startup approach in non-startup context. The third contribution is a general process of Lean internal startup and the evidence of the enablers and inhibitors of implementing it, which are both theory-informed and empirically grounded. Future studies could extend our study by addressing the limitations of the research approach undertaken in this study.
