Startups

This research has evaluated the innovation components in information technology startups with a focus on Industry 4.0. The approach of the current research is of a qualitative type and was implemented based on the meta-composite approach. On this basis, all articles published in ISI magazines, books and internal and external theses related to the topic of innovation in the field of startups and in the period of 2015 to 2021 were examined. According to the SIP model, the researchers identified 17 concepts and 96 codes for each of the 4 categories of substrate (background), input (input), the main category of process and output (output), which were paid attention to in internal and external studies. The results of this research will help researchers and practitioners in the field of innovation in information technology startups to know what variables and components should be included in the four sectors of the platform for a comprehensive understanding of the innovation development of startups based on the 0.4 industry. Pay attention to the main category of process and output. The present study contributes to the literature on startup technology innovation in information technology and its practices and outlines desirable practices for future researchers.

Purpose: The key to startup success is a brand-centric approach that combines brand leadership strategy with creative, targeted, and cost-effective business methods. In the brand-centered approach, all company processes revolve around the development of brand identity in continuous interaction with customers, to create long-term competitive advantages for the brand. The purpose of this research is to investigate the impact of entrepreneurship-based branding in cyberspace on the performance of startups.Method: The current research is of an applied type and with a mixed method and a sequential qualitative-quantitative approach, first qualitative and then quantitative data was collected and analyzed. Due to the small size of the population, sampling was not done and all 52 people were examined. Smart PLS software was used to analyze quantitative data and test research hypotheses and implement structural equation modeling. Confirmatory factor analysis was also used to test the significance of the relationships and the fit of the obtained measurement models. To analyze the data and test the research hypotheses, the structural equation modeling method was applied.Findings: Qualitative findings showed that the branding model based on entrepreneurship in cyberspace includes six main themes and 18 sub-themes. Causal factors include risk-taking categories, business situation analysis, and brand content capabilities; Background factors include the categories of brand organizational structure, market orientation, and brand orientation; intervening conditions include the categories of legal infrastructure, customer characteristics, and economic uncertainty; the central category includes the three categories of brand vision depiction, brand integrity and entrepreneurial capabilities; strategies including three categories of brand positioning, strategic planning for branding and value creation; And the consequences include three categories of competitive advantage, strategic brand development and brand identity development. Quantitative findings showed that the causal conditions of branding with a score of 26.719 has a positive and significant effect on entrepreneurial branding; Entrepreneurial branding with a score of 4.873 on value-based brand positioning; And value-based positioning with a score of 29.960 has a positive and significant effect on the performance of startups.Conclusion: The results indicate that the branding model based on entrepreneurship in cyberspace and its impact on the performance of startups includes six main themes and 18 sub-themes, and branding based on entrepreneurship in cyberspace has a positive and significant effect on the performance of startups.

Purpose: The purpose of this research is to design a model for evaluating digital innovation and transformation in startup business models.Method: The methodology of this reseatch is descriptive-exploratory and employs a qualitative approach. The thematic analysis was employed to study digital innovation and transformation in startup business models. The participants in this research were academic and industrial experts with a background in research and executive work in lean startups. Initially, a purposive sampling method was used to select the samples, and this was later extended using the snowball method. Ultimately, the researcher conducted 14 expert interviews to collect data. The data obtained from the interviews were reviewed and analyzed using coding based on theme analysis. Initially, codes were extracted from the text of the interviews. These codes were aggregated into more general codes, which were further studied and integrated into components. From these components, relevant dimensions were proposed, leading to the presentation of a model based on these dimensions and extracted components.Findings: The results indicate that the digital Innovation and transformation evaluation model for startup business models includes six main dimensions and 19 sub-themes. The proposed model consists of the following dimensions: "monitoring and analysis of market needs" with three components, "evaluation of product development costs" with three components, "digital innovation and transformation in the business model" with four components, "coordination and integration inside and outside the organization" with two components, "evaluation of learning ability and absorption of organizational knowledge" with three components, and "organizational resources and capacities" with four components.Conclusion: Based on the research findings, it is suggested that managers in the technology field understand the importance of lean startups. The indicators in the proposed model may be considered to help prepare and empower startups to improve their products and services. Each proposed dimension can be seen as a management skill necessary for the success of lean startups. Managers may create the appropriate conditions to integrate all of company capabilities.