Abstract
This paper theorises about the behaviour of firms engaged in complex product systems innovation and engineering under the lean startup/minimum viable product process. In doing so, it fills a gap in the literature at the intersection of innovation management and behavioural economics. By deconstructing the concept of commercial value, we assemble, define and structure the relationships among seven values that innovation teams encounter along the path of innovation. Then, we demonstrate the usefulness of the proposed framework by applying it to the case of algorithmic financial systems. The model of capability developed for this domain may have broader applicability. For innovations where performance is probabilistic and achieves a steady state, capability can define what counts as “good enough” commercial value.
Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
