Table 1 Digital entrepreneurship... | Emerald Publishing

Table 1

Digital entrepreneurship perspective of holistic digital implementation

	Relative advantage	Compatibility	Complexity	Trialability	Observability
Sensing	Digital entrepreneurs work diligently on opportunity discovery activities to polish their VP and explain how they can solve a challenge that has not yet been dealt with or handled (Le and Suh, 2019). Within the VP, the digital entrepreneurs, among others, illustrate why and in what ways their artifact is superior when compared to available substitutes (Todeschini et al., 2017)	The VP is essentially the promise of value to the target audience (Payne et al., 2020). By using various framing techniques, digital entrepreneurs typically work to convince relevant stakeholders that their digital artifact is beneficial (e.g. cost saving; Reynolds et al., 2023; Yi et al., 2020)	Convincing stakeholders in the early stages is a challenging task (e.g. in cases where the digital technology used is very novel). Even more so, the entire industry might be novel and complex (e.g. the underexplored domain of the metaverse; Ferrigno et al., 2023). Therefore, consistently communicating the VP and framing it with the relevant stakeholders would eventually make it coherent (Castellano et al., 2021)	Once the VP is sufficiently polished, the digital entrepreneurs realize how to transform it into a minimal product with one or two “killer features”. The concept of the MVP helps digital entrepreneurs face reality for the first time, fail fast, and pivot (Blank and Eckhardt, 2023)	Effectively framing the VP may result in gaining trust and developing the expectation that digital entrepreneurs can develop a digital artifact that can potentially solve the challenge and create a positive impact (Zutshi et al., 2021)
Seizing	In the opportunity exploitation stage, digital start-ups strive to achieve a proof-of-concept (Mishra and Zachary, 2015). Such an achievement represents the fact that they can deliver an artifact that is undoubtedly superior and beneficial. Moreover, it shows that the newly established digital business model is ready for replication at scale (Mithani, 2023)	The proof-of-concept is not only about ensuring that the digital artifact works well (i.e. value creation) but also signals a firm potential for sustainable business rather than a mere technical initiative (Foss and Klein, 2020; Maia and Claro, 2013). Moreover, B2B digital start-ups must be very firm regarding how their digital artifact fits the incumbent’s digital strategy (Schallmo et al., 2022)	The lean start-up methodology asserts that developing a digital artifact is an iterative process (Chengbin et al., 2022). This has driven digital start-ups to seek design partners for the co-creation of digital artifacts (Garcia Martin et al., 2023)	Once the MVP (and even later versions of the relatively raw digital artifact) is ready for commencing pilots with design partners, this is the point at which the reciprocal benefits of these trials occur. On the one hand, digital start-ups should fix bugs on the go with minimal losses. On the other hand, the partner receives salient answers to all previously mentioned questions that may arise during the discovery stage or later (Nobari and Dehkordi, 2023)	Certain institutions act as innovation intermediaries to ensure that the mutual co-creation between digital start-ups and incumbents has predefined goals and measurable results (Garcia Martin et al., 2023)
Transforming	During the artifact’s development, the digital start-up must remain alert for ways to continue improving and innovating to avoid losing any hard-gained momentum (Lehmann and Recker, 2022). For example, if a new technology enters the market, they must reevaluate the opportunity and sometimes pivot and implement it themselves (Bohn and Kundisch, 2020)	As the relationships with current customers develop and efforts are made to recruit prospective customers, their needs and preferences unfortunately change over time (Hanelt et al., 2021); therefore, active listening is imperative, followed by acting accordingly when appropriate (Srivastava et al., 2021; Zaheer et al., 2019b)	Even after the digital artifact is operating well and sold at scale, the digital start-up continues developing and innovating it further, as implied. Consequently, B2B digital start-ups provide constant support to their customers and users to reduce any misunderstandings or miscommunications (Hochstein et al., 2021)	Digital start-ups aim to establish trust with prospective customers when attempting to penetrate new markets or industries. While communicating former success stories sometimes works, many customers prefer to commence trials before completely shifting to the newly implemented artifact (Pollack et al., 2017)	As part of the aforementioned support process, digital start-ups work closely with incumbents to measure results and fix issues that arise from crises (Hutter et al., 2021)

	Relative advantage	Compatibility	Complexity	Trialability	Observability
Sensing	Digital entrepreneurs work diligently on opportunity discovery activities to polish their VP and explain how they can solve a challenge that has not yet been dealt with or handled (Le and Suh, 2019). Within the VP, the digital entrepreneurs, among others, illustrate why and in what ways their artifact is superior when compared to available substitutes (Todeschini et al., 2017)	The VP is essentially the promise of value to the target audience (Payne et al., 2020). By using various framing techniques, digital entrepreneurs typically work to convince relevant stakeholders that their digital artifact is beneficial (e.g. cost saving; Reynolds et al., 2023; Yi et al., 2020)	Convincing stakeholders in the early stages is a challenging task (e.g. in cases where the digital technology used is very novel). Even more so, the entire industry might be novel and complex (e.g. the underexplored domain of the metaverse; Ferrigno et al., 2023). Therefore, consistently communicating the VP and framing it with the relevant stakeholders would eventually make it coherent (Castellano et al., 2021)	Once the VP is sufficiently polished, the digital entrepreneurs realize how to transform it into a minimal product with one or two “killer features”. The concept of the MVP helps digital entrepreneurs face reality for the first time, fail fast, and pivot (Blank and Eckhardt, 2023)	Effectively framing the VP may result in gaining trust and developing the expectation that digital entrepreneurs can develop a digital artifact that can potentially solve the challenge and create a positive impact (Zutshi et al., 2021)
Seizing	In the opportunity exploitation stage, digital start-ups strive to achieve a proof-of-concept (Mishra and Zachary, 2015). Such an achievement represents the fact that they can deliver an artifact that is undoubtedly superior and beneficial. Moreover, it shows that the newly established digital business model is ready for replication at scale (Mithani, 2023)	The proof-of-concept is not only about ensuring that the digital artifact works well (i.e. value creation) but also signals a firm potential for sustainable business rather than a mere technical initiative (Foss and Klein, 2020; Maia and Claro, 2013). Moreover, B2B digital start-ups must be very firm regarding how their digital artifact fits the incumbent’s digital strategy (Schallmo et al., 2022)	The lean start-up methodology asserts that developing a digital artifact is an iterative process (Chengbin et al., 2022). This has driven digital start-ups to seek design partners for the co-creation of digital artifacts (Garcia Martin et al., 2023)	Once the MVP (and even later versions of the relatively raw digital artifact) is ready for commencing pilots with design partners, this is the point at which the reciprocal benefits of these trials occur. On the one hand, digital start-ups should fix bugs on the go with minimal losses. On the other hand, the partner receives salient answers to all previously mentioned questions that may arise during the discovery stage or later (Nobari and Dehkordi, 2023)	Certain institutions act as innovation intermediaries to ensure that the mutual co-creation between digital start-ups and incumbents has predefined goals and measurable results (Garcia Martin et al., 2023)
Transforming	During the artifact’s development, the digital start-up must remain alert for ways to continue improving and innovating to avoid losing any hard-gained momentum (Lehmann and Recker, 2022). For example, if a new technology enters the market, they must reevaluate the opportunity and sometimes pivot and implement it themselves (Bohn and Kundisch, 2020)	As the relationships with current customers develop and efforts are made to recruit prospective customers, their needs and preferences unfortunately change over time (Hanelt et al., 2021); therefore, active listening is imperative, followed by acting accordingly when appropriate (Srivastava et al., 2021; Zaheer et al., 2019b)	Even after the digital artifact is operating well and sold at scale, the digital start-up continues developing and innovating it further, as implied. Consequently, B2B digital start-ups provide constant support to their customers and users to reduce any misunderstandings or miscommunications (Hochstein et al., 2021)	Digital start-ups aim to establish trust with prospective customers when attempting to penetrate new markets or industries. While communicating former success stories sometimes works, many customers prefer to commence trials before completely shifting to the newly implemented artifact (Pollack et al., 2017)	As part of the aforementioned support process, digital start-ups work closely with incumbents to measure results and fix issues that arise from crises (Hutter et al., 2021)

Source(s): Authors' own work