Life Cycle Model

Digital Entrepreneurship is changing the methods, mode, platform, and artifacts of entrepreneurship. Researchers and policymakers are emphatic about the need for this new breed of entrepreneurs, at the same time the process of how a digital start-up becomes a scaleup is least understood. Though digital entrepreneurship is gathering momentum, no clear guideline or framework is creating confusion and large-scale failure. Despite its significance, studies on Digital Entrepreneurship are limited and the concept is largely under-theorized. The novelty, complexity, and invisibility of digital process and transformative potential of digital technology as well as the commercial value of digital innovation have created digital entrepreneurship a secretive competitive landscape. Conversely incomplete understanding and absence of any formal model of digital entrepreneurship have intuited the necessity of one such model for systematic management of entrepreneurship. This paper is an attempt to develop a framework for understanding the complexities, unpredictability, and probabilistic nature of the activities of various phases of digital entrepreneurship. The lifecycle model provides a guideline for the researchers to visualize the desired outcomes of each phase and figure out what may go wrong in each phase. This lifecycle model will certainly help the researchers and practitioners not only to visualize the process but also to monitor and manage the digital entrepreneurship process and develop befitting action plans. With a clear understanding of the Life Cycle model of digital entrepreneurship, start-ups will be able to organize their actions for the accomplishment of their desired outcomes at each stage of their entrepreneurial journey. Researchers would be able to develop their research plans to find out why so many digital start-ups fail to be scaleup and who fails at what stage and why? Who succeeded, when, where, and how?

The increasing competitive pressure resulting from operations activities and market globalization are forcing enterprises to reorient their strategies, operations systems and processes. Specifically, organizations are paying closer attention to the changing nature of operations systems performance, to the point where operations strategic management system used in enterprise performance evaluation becomes the main focus of redesign projects. This study explores the process rationality behind operations strategy management systems design, taking into account a content definition established by a structural specification of the management system and the integration of life cycle and implementation models. This research proposes a framework that represents reconciliation between research and practice, contributing to the development and test of practical solutions for operations strategic management system design, implementation and management. The main result is a synthesis of three fr...

We develop a life cycle model that captures "absent-mindedness": the fact that many households have only the sketchiest understand- ing of their pattern of spending. The model generates precautionary spending, whereby absent-minded agents tend to consume more than attentive ones. The model also predicts fluctuations over time in the level of attention, and thereby sheds new light on the sharp