01754nas a2200229   4500008004100000022001400041245005400055210005400109260004200163300001000205490000600215520108500221653001801306653001501324653002501339653002901364653001701393653001301410100003201423700003201455856003701487       2017                        eng d  a1927-032100aPlatforms for Innovation and Internationalization0 aPlatforms for Innovation and Internationalization  aOttawabTalent First Networkc05/2017  a23-310 v73 aThe high-tech global startup has many challenges related to both innovation and internationalization. From a Danish cluster of Welfare Tech firms, eight innovative and international firms were selected and interviewed. Such firms typically have to be agile and operate in virtual networks in almost all parts of their value chains. This article contributes to the understanding of how innovation and internationalization to a great extent are interlinked. The firms have developed a core product or service offering, which the firms often describe as “a platform”. Around the platform, they develop their products and services for new customers and users in new countries. The firms have to sustain a strong focus on the platform while at the same time developing their platform solution for new products, new customers, and new markets. This pivoting makes it possible to use the platform in a new context but is highly demanding for the firms. They need to be extremely agile and fast-moving but at the same time still to have a focus on the core of the firm: the platform. 10aglobalization10ainnovation10ainternationalization10alean and global startups10alean startup10aplatform1 aRasmussen, Erik, Stavnsager1 aPetersen, Nicolaj, Hannesbo  uhttp://timreview.ca/article/107402445nas a2200265   4500008004100000022001400041245006700055210006300122260004200185300001000227490000600237520159200243653002101835653003101856653002401887653003901911653003501950653002901985653002802014653001702042653003402059100003202093700001802125856003602143       2015                        eng d  a1927-032100aThe Emergence of the Lean Global Startup as a New Type of Firm0 aEmergence of the Lean Global Startup as a New Type of Firm  aOttawabTalent First Networkc11/2015  a12-190 v53 aThis article contributes to the interplay between international entrepreneurship, innovation networks, and early internationalization research by emphasizing the need to conceptualize and introduce a new type of firm: the lean global startup. It discussed two different paths in linking the lean startup and born-global internationalization strategies. The first path refers to generic lean startups that have undertaken a rapid internationalization strategy (i.e., lean-to-global startups). The second path refers to startups that have started operating on global scale since their inception and adopted the lean startup approach by seamlessly synergizing their global and lean product development activities. The article emphasizes several aspects that could be used as part of the theoretical foundation for conceptualizing lean global startups as a special new type of firm: i) the emergent nature of their business models, including the challenges of partnership development on a global scale; ii) the inherently relational nature of the global resource allocation processes; iii) the integration of the entrepreneurial, effectuation, and global marketing perspectives; iv) the need to deal with a high degree of uncertainty, including the uncertainty associated with cross-border business operations; and v) linking the ex-ante characteristics of lean startups with the ex-post characteristics of born-global firms in order to develop a technology adoption marketing perspective that considers the “crossing the chasm” process as a successful entry into a global market niche. 10aborn global firm10aearly internationalization10aeffectuation theory10ahypothesis-driven entrepreneurship10ainternational entrepreneurship10alean and global start-up10alean and global startup10alean startup10atechnology adoption lifecycle1 aRasmussen, Erik, Stavnsager1 aTanev, Stoyan  uhttp://timreview.ca/article/941