@article {1208,
	title = {Strategy-as-Process in a Technology Venture: A Case Study of Pivots, Pauses, Partners, and Progress},
	journal = {Technology Innovation Management Review},
	volume = {9},
	year = {2019},
	month = {01/2019},
	pages = {9-19},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Technology commercialization is an often nonlinear process that tends to pass through various {\textquotedblleft}stages{\textquotedblright} or {\textquotedblleft}phases{\textquotedblright} as a venture attempts to shepherd a technology from the laboratory to marketplace. Between these phases are {\textquotedblleft}junctures{\textquotedblright} or {\textquotedblleft}transitions{\textquotedblright} that present particular challenges for entrepreneurs as they often comprise fundamental changes to the venture instead of simply scaled versions of previous challenges. In this study, we use a participant-observer methodology to deeply explore how a technology venture in the renewable energy sector negotiated these transitions. Our findings highlight the development of a {\textquotedblleft}repertoire{\textquotedblright} of tools entrepreneurs can use to help successfully negotiate these transitions. },
	keywords = {innovation systems, managing critical junctures and transitions, process research, technology commercialization, technology entrepreneurship},
	issn = {1927-0321},
	doi = { http://doi.org/10.22215/timreview/1208},
	url = {https://timreview.ca/article/1208},
	author = {Andrew G. Earle and Michael J. Merenda and J. Matthew Davis}
}
