Lean startup orientation empirical evidence on venture success
The LSM has reached a high popularity and wide use in the startup world. However, it's unknown if LSM is positively related to the performance of a new venture. Existing research on the effectiveness of LSM is either scarce or indirect. Therefore, the popularity across entrepreneurs using LSM is in contrast with the lack of its empirical validation. First qualitative research and operationalisation to reveal the essence of LSM exists but an empirical validation is still missing. This thesis advances the academic discourse on LSM by providing direct evidence that supports the effectiveness claim of LSM. First, the degree to which startups use Lean Startup (Lean Startup Orientation, LSO) is presented. The quantitative analysis of data collected by 100 Berlin based software startups revealed a strong, robust and highly significant relationship between LSO and performance. Therefore, LSO delivers on its promise for new venture performance. The relevance for research lay in the proposed operationalisation of LSO that future research can build on and refine. Moreover, evidence for the positive performance impact of experiential entrepreneurship is provided. The empirical validation of LSO activities contributes to existing management strategies by providing strong justification for lean startup capabilities leading to higher likelihood of success.