Strategies for digital entrepreneurship success: the role of digital implementation and dynamic capabilities

IF 5 3区 管理学 Q1 BUSINESS European Journal of Innovation Management Pub Date : 2024-05-10 DOI:10.1108/ejim-01-2024-0081
Tal Berman, Daniel Schallmo, Sascha Kraus
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Abstract

Purpose

To augment sales revenue, B2B digital start-ups aim to create and sustain commercial relationships with industry incumbents. However, since these incumbents have traditionally struggled with implementing disruptive digital artifacts, most studies have almost exclusively concentrated on their challenges, leaving the digital start-ups' side underexplored. Therefore, this study seeks to understand how digital start-ups navigate digital implementation (DI) hardships to ultimately achieve digital entrepreneurship success.

Design/methodology/approach

An abductive explanatory multi-case study of four industries that pose a variety of implementation challenges for B2B digital start-ups (agriculture, insurance, real estate and construction, and healthcare) was conducted using data collected from 40 interviews with Israeli experts and relevant digital data observations.

Findings

This study articulates two main observations. (1) Throughout their journeys, digital start-ups have utilized newly created and/or refined dynamic capabilities (DC) to successfully implement their digital artifacts. Simultaneously, successful DI has enabled digital start-ups to create new DC or sustain and evolve current DC. (2) We provide empirical evidence outlining how digital start-ups using continuous learning have combined causation and effectuation logic throughout their DI journeys.

Originality/value

This study answers a call to explore more explicit digital-related drivers (i.e. DI) for digital entrepreneurship success by studying a highly-ranked country on the Global Entrepreneurship Index (GEI) to achieve this. Moreover, it illustrates how digital start-ups evolve throughout their commercial relationships with industry incumbents, thereby enabling an effective approach for successful DI. Such an approach can be considered very valuable for both practitioners and policymakers. Consequently, it advances digital entrepreneurship as an independent research topic.

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数字化创业成功战略:数字化实施和动态能力的作用
目的 为了增加销售收入,B2B 数字新创企业旨在与行业现有企业建立并维持商业关系。然而,由于这些现有企业在实施颠覆性的数字技术方面历来举步维艰,因此大多数研究几乎都集中在它们所面临的挑战上,而对数字新创企业方面的研究却很少。因此,本研究试图了解数字初创企业如何渡过数字实施(DI)的难关,最终实现数字创业的成功。设计/方法/途径对四个行业(农业、保险、房地产和建筑以及医疗保健)进行了归纳解释性多案例研究,这四个行业给 B2B 数字初创企业带来了各种实施挑战,本研究使用了从对以色列专家的 40 次访谈中收集的数据以及相关的数字数据观察结果。(1) 在其发展历程中,数字初创企业利用新创建和/或改进的动态能力(DC)成功实施了其数字产品。与此同时,成功的 "动态能力 "也使初创企业能够创建新的 "动态能力 "或维持和发展现有的 "动态能力"。(2) 我们提供了实证证据,概述了使用持续学习的初创数字公司如何在其 "设计 "历程中将因果逻辑结合起来。此外,它还说明了数字初创企业如何在与行业现有企业的商业关系中不断发展,从而为成功的数字驱动力提供了有效的方法。这种方法对从业人员和政策制定者都非常有价值。因此,它推动了数字创业成为一个独立的研究课题。
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来源期刊
CiteScore
10.40
自引率
17.60%
发文量
107
期刊介绍: The subject of innovation is receiving increased interest both from companies because of their increased awareness of the impact of innovation in determining market success and also from the research community. Academics are increasingly beginning to place innovation as a priority area in their research agenda. This impetus has been partly fuelled by the Economic & Social Research Council (ESRC) who have designated innovation as one of nine research areas in their research initiative schemes.
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