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Different patterns in the evolution of digital and non-digital ventures' business models

  • The business model canvas (BMC) and the lean start-up manifesto (LSM) have been changing both the entrepreneurial education and, on the practical side, the mindset in setting up innovative ventures since the burst of the dot-com bubble. However, few empirical insights on the business model implementation patterns that distinguish between digital and non-digital innovative ventures exist. Connecting practical management tools to network theory as well as to the theory of organizational learning, this paper investigates evolution patterns of digital and non-digital business models out of the deal flow of an innovation intermediary. For this purpose, a multi-dimensional quantitative content analysis research design is applied to 242 ventures' business plans. The measured strength of transaction relations to customers, suppliers, people, and financiers has been combined with performance indicators of the sampled ventures. The results indicate that in order to succeed, digital ventures iterate their business on the market early and search for investment afterwards. Contrariwise, non-digital ventures already need financial investments in the early stages to set up a product ready to be tested on the market. In both groups we found strong evidence that specific evolutionary patterns relate to higher rates of success.

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Author:Marc König, Christina UngererORCiD, Guido H. BaltesORCiDGND, Orestis TerzidisGND
Parent Title (English):Technological Forecasting and Social Change - Special issue: Digital Entrepreneurship: Creating and Doing Business in the Digital Era
Volume:Vol. 146
Document Type:Article
Year of Publication:2019
Release Date:2019/01/08
First Page:844
Last Page:852
Institutes:Institut für Strategische Innovation und Technologiemanagement - IST
Relevance:Peer reviewed Publikation in Master Journal List
Open Access?:Nein
Licence (German):License LogoUrheberrechtlich geschützt