Menu Expand

Management der Chancen und Risiken des Customer Involvement in jungen Unternehmen

  1. Journals
  2. Economics, Finance, Business & Management
  3. ZfKE – Zeitschrift für KMU und Entrepreneurship
  4. Vol. 71, Issue 2
  5. pp. 171–179

JOURNAL ARTICLE

Cite JOURNAL ARTICLE

Style
Schulte, R., Wagenknecht, M. Management der Chancen und Risiken des Customer Involvement in jungen Unternehmen. ZfKE – Zeitschrift für KMU und Entrepreneurship, 71(2), 171-179. https://doi.org/10.3790/ZfKE.2023.1434504
Schulte, Reinhard and Wagenknecht, Maximilian "Management der Chancen und Risiken des Customer Involvement in jungen Unternehmen" ZfKE – Zeitschrift für KMU und Entrepreneurship 71.2, 2023, 171-179. https://doi.org/10.3790/ZfKE.2023.1434504
Schulte, Reinhard/Wagenknecht, Maximilian (2023): Management der Chancen und Risiken des Customer Involvement in jungen Unternehmen, in: ZfKE – Zeitschrift für KMU und Entrepreneurship, vol. 71, iss. 2, 171-179, [online] https://doi.org/10.3790/ZfKE.2023.1434504
Format
Download

Management der Chancen und Risiken des Customer Involvement in jungen Unternehmen

Schulte, Reinhard | Wagenknecht, Maximilian

ZfKE – Zeitschrift für KMU und Entrepreneurship, Vol. 71 (2023), Iss. 2 : pp. 171–179

Preview Login to order (PDF)

Additional Information

Article Details

Publisher Name
Duncker & Humblot
DOI
https://doi.org/10.3790/ZfKE.2023.1434504
Language
German
Pages
9

Pricing

Individual
€ 26.00 (incl. local VAT if applicable)

Author Details

Prof. Dr. Reinhard Schulte, Leuphana Universität Lüneburg, Lehrstuhl für Gründungsmanagement, Universitätsallee 1, C6.103., 21335 Lüneburg, Deutschland

  • Prof. Dr. Reinhard Schulte ist Inhaber des Lehrstuhls für Gründungsmanagement an der Leuphana Universität Lüneburg und Direktor des ceta – Centrum für Unternehmensgründung in Theorie und Anwendung. Seine Forschung behandelt unter anderem die Finanzierung neuer Unternehmen, deren Investitionsverhalten und Wachstum sowie Fragen der Gründungsberatung.
  • Email
  • Search in Google Scholar

Maximilian Wagenknecht, Leuphana Universität Lüneburg, Lehrstuhl für Gründungsmanagement, Universitätsallee 1, C6.103., 21335 Lüneburg, Deutschland

  • Maximilian Wagenknecht, M.Sc. ist Wissenschaftlicher Mitarbeiter am Lehrstuhl für Gründungsmanagement an der Leuphana Universität Lüneburg. Seine Forschungsschwerpunkte sind Lean Startup Management und Risikomanagement von Startups.
  • Email
  • Search in Google Scholar

References

  1. Blank, S. G. (2013): The four steps to the epiphany: Successful strategies for products that win (2nd ed.). K & S Ranch.  Google Scholar
  2. Blank, S. G., Dorf, B. (2015): The Path to the Epiphany: The Customer Development Model. Revista Cuatrimestral de Las Facultades de Derecho y Ciencias Económicas y Empresariales, 94, 119–142.  Google Scholar
  3. Bortolini, R. F., Nogueira Cortimiglia, M., Danilevicz, A. de M. F., Ghezzi, A. (2021): Lean Startup: A comprehensive historical review. Management Decision, 59(8), 1765–1783. https://doi.org/10.1108/MD-07-2017-0663.  Google Scholar
  4. Chang, W., Taylor, S. A. (2016): The Effectiveness of Customer Participation in New Product Development: A Meta-Analysis. Journal of Marketing, 80(1), 47–64. https://doi.org/10.1509/jm.14.0057.  Google Scholar
  5. Chang, W.-H. C., Wang, J.-H., Teng, M.-J. (2022): Customer involvement in the new process innovation: Antecedents, mediation and performance. European Journal of Innovation Management, 25(4), 1115–1141. https://doi.org/10.1108/EJIM-09-2019-0268.  Google Scholar
  6. Chen, Y.-C., Arnold, T., Tsai, H.-T. (2021): Customer involvement, business capabilities and new product performance. European Journal of Marketing, 55(10), 2769–2793. https://doi.org/10.1108/EJM-01-2020-0034.  Google Scholar
  7. De Jong, A., Zacharias, N. A., Nijssen, E. J. (2021): How young companies can effectively manage their slack resources over time to ensure sales growth: The contingent role of value-based selling. Journal of the Academy of Marketing Science, 49(2), 304–326. https://doi.org/10.1007/s11747-020-00746-y.  Google Scholar
  8. Gruner, K. E., Homburg, C. (2000): Does Customer Interaction Enhance New Product Success?. Journal of Business Research, 49(1), 1–14. https://doi.org/10.1016/S0148-2963(99)00013-2.  Google Scholar
  9. Harms, R., Schwery, M. (2020): Lean Startup: Operationalizing Lean Startup Capability and testing its performance implications. Journal of Small Business Management, 58(1), 200–223. https://doi.org/10.1080/00472778.2019.1659677.  Google Scholar
  10. Leatherbee, M., Katila, R. (2020): The lean startup method: Early‐stage teams and hypothesis‐based probing of business ideas. Strategic Entrepreneurship Journal, 14(4), 570–593. https://doi.org/10.1002/sej.1373.  Google Scholar
  11. Lundkvist, A., Yakhlef, A. (2004): Customer involvement in new service development: A conversational approach. Managing Service Quality: An International Journal, 14(2/3), 249–257. https://doi.org/10.1108/09604520410528662.  Google Scholar
  12. Mansoori, Y. (2017): Enacting the lean startup methodology: The role of vicarious and experiential learning processes. International Journal of Entrepreneurial Behavior und Research, 23(5), 812–838. https://doi.org/10.1108/IJEBR-06-2016-0195.  Google Scholar
  13. Melander, L. (2019): Customer involvement in product development: Using Voice of the Customer for innovation and marketing. Benchmarking: An International Journal, 27(1), 215–231. https://doi.org/10.1108/BIJ-04-2018-0112.  Google Scholar
  14. Menguc, B., Auh, S., Yannopoulos, P. (2014): Customer and Supplier Involvement in Design: The Moderating Role of Incremental and Radical Innovation Capability: Customer and Supplier Involvement in Design. Journal of Product Innovation Management, 31(2), 313–328. https://doi.org/10.1111/jpim.12097.  Google Scholar
  15. Moogk, D. R. (2012): Minimum Viable Product and the Importance of Experimentation in Technology Startups. Technology Innovation Management Review, March 2012, 23–26.  Google Scholar
  16. Newbert, S. L., Tornikoski, E. T., Augugliaro, J. (2020): To get out of the building or not? That is the question: The benefits (and costs) of customer involvement during the startup process. Journal of Business Venturing Insights, 14, 1–9. https://doi.org/10.1016/j.jbvi.2020.e00209.  Google Scholar
  17. Pfeffer, J., Salancik, G. R. (2003): The external control of organizations: A resource dependence perspective. Stanford Business Books.  Google Scholar
  18. Piller, F. T., Ihl, C., Vossen, A. (2010): A Typology of Customer Co-Creation in the Innovation Process. SSRN Electronic Journal, 1–26. https://doi.org/10.2139/ssrn.1732127.  Google Scholar
  19. Rautela, S., Sharma, S., Virani, S. (2021): Influence of customer participation in new product development: The moderating role of social media. International Journal of Productivity and Performance Management, 70(8), 2092–2112. https://doi.org/10.1108/IJPPM-05-2020-0241.  Google Scholar
  20. Ries, E. (2017): The lean startup: How today’s entrepreneurs use continuous innovation to create radically successful businesses (Currency international edition). Currency.  Google Scholar
  21. Schulte, R., Wagenknecht, M. (2022): Risikomanagement bei Startups. ZfKE – Zeitschrift für KMU und Entrepreneurship, 70(3–4), 243–252. https://doi.org/10.3790/zfke.70.3-4.243.  Google Scholar
  22. Shepherd, D. A., Gruber, M. (2020): The Lean Startup Framework: Closing the Academic-Practitioner Divide. Entrepreneurship Theory and Practice, 0(0), 1–31. https://doi.org/10.1177/1042258719899415.  Google Scholar
  23. Silva, D. S., Ghezzi, A., Aguiar, R. B. de, Cortimiglia, M. N., Caten, C. S. ten (2020): Lean Startup, Agile Methodologies and Customer Development for business model innovation: A systematic review and research agenda. International Journal of Entrepreneurial Behavior und Research, 26(4), 595–628. https://doi.org/10.1108/IJEBR-07-2019-0425.  Google Scholar
  24. York, J. L., Danes, J. E. (2014): Customer Development, Innovation, and Decision-Making. Journal of Small Business Strategy. 24(2), 21–39.  Google Scholar
  25. Zahra, S. A. (2021): The Resource-Based View, Resourcefulness, and Resource Management in Startup Firms: A Proposed Research Agenda. Journal of Management, 47(7), 1841–1860. https://doi.org/10.1177/01492063211018505.  Google Scholar

Abstract

Customer Involvement aims to strengthen customer orientation and place it in the focus of entrepreneurial decisions. Customer involvement can improve product or service quality and thus reduce the risk of failure for young companies. The article discusses the importance of customer involvement for the development of robust business models. Customers represent a central resource for young companies in particular. Their targeted involvement in development processes not only sharpens business models but thus also contributes fundamentally to decision-oriented risk management of this type of company. The article provides a conceptual and theoretical view of customer involvement as a resource for young companies and discusses potentials and problems in this context. Finally, approaches for lean risk management based on this are shown, and central future research fields are derived.

Table of Contents

Section Title Page Action Price
ENTREPRENEURSHIP KOMPAKT 171
Reinhard Schulte / Maximilian Wagenknecht: Management der Chancen und Risiken des Customer Involvement in jungen Unternehmen 171
Zusammenfassung 171
Abstract 171
I. Grundlagen des Customer Involvement 172
II. Theoretische Basis: die Resource Dependence Theory 173
III. Umsetzung im Rahmen der Lean Startup Methode 174
IV. Potentiale und Risiken für junge Unternehmen 176
Literatur 177

Contact

Duncker & Humblot GmbH Carl-Heinrich-Becker-Weg 9 12165 Berlin, Deutschland T: +49 30 790006-0

Quick Navigation

2024 Duncker & Humblot GmbH

Powered by CloudPublish

We use cookies to ensure that you get the best experience on our website. Learn more about how we use cookies.