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Kallinikos, J., Aaltonen, A., &Marton, A. (2013). The ambivalent ontology of digital artifacts. MISQuarterly, 37, 357–370. Knapp, J.,Zeratsky, J.,Kowitz,B. (2016).Sprint.Howtosolvebigproblemsand testnewideas in just ïŹve days. Simon&Schuster. Maurya, A. (2012). Running lean. Iterate from Plan A to a Plan that Works. O’Reilly and Associates. McClure,D. (2007).Productmarketing forpirates:AARRR!Online:https://500hats.typepad.com/ 500blogs/2007/06/internet-market.html. RetrievedOctober 08, 2019. Miles, R. E., & Snow, C. C. (1984). Fit, failure and the hall of fame.California Management Review, 26(3), 10–28. Osterwalder, A., Pigneur, Y. (2011). Business model generation. Ein Handbuch fĂŒr VisionĂ€re, SpielverĂ€nderer undHerausforderer. Frankfurt amMain: Campus. Osterwalder,A.,Pigneur,Y.,Bernarda,G.,&Smith,A. (2014).Valuepropositiondesign.Howto create products and services customers want. NewYork:Wiley. Remane,G.,Hanelt,A.,Tesch, J.F.,&Kolbe,L.M. (2017).Thebusinessmodelpatterndatabase. A tool for systematic business model innovation. International Journal of Innovation Management, 21(1), 1750004 (61 pages). Ries, E. (2011). The lean startup. How constant innovation creates radically successful businesses. Penguin RandomHouse. Ries, E. (2016). The leader’s guide to adopting lean startup at scale. Kickstarter. Schneider, S., & Spieth, P. (2013). Business model innovation. Towards an integrated future research agenda. International Journal of Innovation Management, 17(1), S. 1340001-1– 1340001-34. Siggelkow, N. (2007). Persuasion with case studies. Academy of Management Journal, 50(1), 20–24. Sommer,S.C.,Loch,C.H.,Dong, J. (2009).Managingcomplexity andunforeseeableuncertainty in startup companies.AnEmpirical Study. Organization Science, 20 (1), 118–133. StartupGenome. (2011). Startupgenome report.Anewframework for understandingwhystartups succeed. https://s3.amazonaws.com/startupcompass-public/StartupGenomeReport1_Why_ Startups_Succeed_v2.pdf. RetrievedOctober 06, 2019. Teece, D. (2010). Businessmodels, business strategy and innovation.LongRange Planning, 43, 172–194. Wirtz, B. W. (2019).Digital business models. Concepts, models, and the alphabet case study. Springer Nature Switzerland. Zhang, S.X.,&Cueto, J. (2015). The study of bias in entrepreneurship. Entrepreneurship theory and practice. Zott, C., Amit, R., &Massa, L. (2011). The business model: Recent developments and future research. Journal ofManagement, 37(4), 1019–1042. OpenAccessThis chapter is licensed under the terms of the Creative CommonsAttribution 4.0 International License (http://creativecommons.org/licenses/by/4.0/), which permits use, sharing, adaptation,distributionand reproduction inanymediumor format, as longasyougiveappropriate credit to theoriginal author(s) and the source, provide a link to theCreativeCommons license and indicate if changesweremade. The images or other third party material in this chapter are included in the chapter's Creative Commons license, unless indicated otherwise in a credit line to the material. If material is not included in the chapter's Creative Commons license and your intended use is not permitted by statutory regulationor exceeds thepermitteduse, youwill need toobtainpermissiondirectly from the copyright holder. BusinessModel Development and Validation
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Digital Entrepreneurship Impact on Business and Society
Title
Digital Entrepreneurship
Subtitle
Impact on Business and Society
Authors
Mariusz Soltanifar
Mathew Hughes
Lutz Göcke
Publisher
Springer Verlag
Location
Cham
Date
2021
Language
English
License
CC BY 4.0
ISBN
978-3-030-53914-6
Size
16.0 x 24.0 cm
Pages
340
Keywords
Entrepreneurship, IT in Business, Innovation/Technology Management, Business and Management, Open Access, Digital transformation and entrepreneurship, ICT based business models
Category
International
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