01827nas a2200229   4500008004100000022001400041245011300055210006900168260004200237300001000279490000600289520107800295653002501373653002101398653003001419653002701449653002401476100002601500700001801526700001501544856003801559       2019                        eng d  a1927-032100aAlliances in Financial Ecosystems: A Source of Organizational Legitimacy for Fintech Startups and Incumbents0 aAlliances in Financial Ecosystems A Source of Organizational Leg  aOttawabTalent First Networkc01/2019  a20-320 v93 aFinancial ecosystems are transforming around new financial technology, or “fintech”. As such ecosystems transform, the basis for being seen as legitimate also changes for all actors. Thus, alliances between actors within financial ecosystems are increasingly formed to help gain, maintain, and repair organizational legitimacy. From interviews with fintech startups in Sweden and with venture capitalist firms investing in fintech startups in Sweden, we explore the intertwined quests for organizational legitimacy in a transforming financial ecosystem. As Swedish fintech startups seek to establish a sense of their legitimacy, simultaneously incumbents seek to maintain and repair their organizational legitimacy. Adopting a legitimacy-based view of strategic alliances, we set out the aspects of organizational legitimacy that incumbents and fintech startups look for in a potential partner and how these aspects meet the legitimacy needs of each partner. We argue that alliances further enhance the organizational legitimacy of both fintech startups and incumbents.10afinancial ecosystems10afintech startups10aorganizational legitimacy10arelational perspective10astrategic alliances1 aSvensson, Christopher1 aUdesen, Jakob1 aWebb, Jane  uhttps://timreview.ca/article/120900823nas a2200289   4500008004100000022001400041245005800055210005500113260004200168300000600210490000600216653001700222653002100239653001500260653002000275653001600295653002000311653001800331653003000349653002100379653001700400653002600417653002300443653001300466100001800479856003600497       2014                        eng d  a1927-032100aEditorial: Opportunities and Capabilities (June 2014)0 aEditorial Opportunities and Capabilities June 2014  aOttawabTalent First Networkc06/2014  a30 v410acapabilities10aentrepreneurship10ainnovation10aIT capabilities10aIT function10amobile services10aopportunities10aorganizational legitimacy10apatent citations10apatent value10aprofessional services10aservice innovation10astrategy1 aMcPhee, Chris  uhttp://timreview.ca/article/79801964nas a2200277   4500008004100000022001400041245009700055210006900152260004200221300001000263490000600273520110000279653002101379653002801400653001501428653001701443653002901460653003001489653002501519653002501544653002601569653002401595653001401619100001701633856003601650       2014                        eng d  a1927-032100aResolving Legitimacy Deficits in Technology Startups through Professional Services Practices0 aResolving Legitimacy Deficits in Technology Startups through Pro  aOttawabTalent First Networkc06/2014  a22-270 v43 aAs new ventures, technology startups face a key challenge that is specifically associated with their young age: a perceived lack of organizational legitimacy. Organizational legitimacy is an important factor in the growth and survival of new ventures and is therefore an important issue for managers and entrepreneurs to address. Although there are many different typologies for defining types of organizational legitimacy, this article argues that technology startups should focus on developing external pragmatic legitimacy as a means of acquiring the resources required to grow and thrive. However, despite the many ways by which an organization can develop external pragmatic legitimacy, few are well suited to technology startups. Based on a review of the different types of organizational legitimacy and an assessment of their applicability to the context of technology startups, this article recommends that technology entrepreneurs should consider the creation of professional services practices to help develop external pragmatic legitimacy and overcome the “liability of newness”. 10aentrepreneurship10aimpression of viability10alegitimacy10anew ventures10aoperational verification10aorganizational legitimacy10apragmatic legitimacy10apragmatic validation10aprofessional services10atechnology startups10aviability1 aPayette, Jay  uhttp://timreview.ca/article/801