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

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  • Rainer Harms
  • Mario Schwery

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.

Suggested Citation

  • Rainer Harms & Mario Schwery, 2020. "Lean Startup: Operationalizing Lean Startup Capability and testing its performance implications," Journal of Small Business Management, Taylor & Francis Journals, vol. 58(1), pages 200-223, January.
    • Handle: RePEc:taf:ujbmxx:v:58:y:2020:i:1:p:200-223
    DOI: 10.1080/00472778.2019.1659677
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    Cited by:

    1. Chengbin Wang & Min Dai & Yongyan Fang & Chuanfeng Liu, 2022. "Ideas and methods of lean and agile startup in the VUCA Era," International Entrepreneurship and Management Journal, Springer, vol. 18(4), pages 1527-1544, December.
    2. Kuckertz, Andreas & Bernhard, Alexander & Berger, Elisabeth S.C. & Dvouletý, Ondřej & Harms, Rainer & Jack, Sarah & Kibler, Ewald, 2023. "Scaling the right answers – Creating and maintaining hope through social entrepreneurship in light of humanitarian crises," Journal of Business Venturing Insights, Elsevier, vol. 19(C).
    3. Lee, Hyeonsuh, 2023. "Unraveling the effect of pre-entry knowledge of founders on experimentation in nascent industries: A configurational approach," Journal of Business Research, Elsevier, vol. 167(C).

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