{"status":"ok","message-type":"work","message-version":"1.0.0","message":{"indexed":{"date-parts":[[2026,10,5]],"date-time":"2026-10-05T17:14:53Z","timestamp":1791220493106,"version":"4.1.0"},"reference-count":77,"publisher":"Wiley","license":[{"start":{"date-parts":[[2025,11,3]],"date-time":"2025-11-03T00:00:00Z","timestamp":1762128000000},"content-version":"vor","delay-in-days":0,"URL":"http:\/\/creativecommons.org\/licenses\/by\/4.0\/"}],"content-domain":{"domain":["sms.onlinelibrary.wiley.com"],"crossmark-restriction":true},"short-container-title":["Strategic Entrepreneurship"],"abstract":"<jats:title>Abstract<\/jats:title>\n                  <jats:sec>\n                    <jats:title>Research Summary<\/jats:title>\n                    <jats:p>This study examines how academic entrepreneurs refine business ideas in response to external critique and how these responses relate to performance. We develop a framework that links feedback (critique), business\u2010idea changes (pivots), and performance, and test it using detailed data on external stakeholder feedback, changes to the business idea's core and periphery, and commercialization outcomes in 316 academic\u2010led teams. We find that academic entrepreneurs frequently modify their business idea's core in response to negative feedback, and that core changes\u2014rather than peripheral ones\u2014are positively associated with commercialization. Challenging the idea that all entrepreneurs are inertial, we find that academic entrepreneurs both actively embrace and benefit from changes to the business idea's core. By tracing the feedback\u2010response dynamics of business idea components, our study\u00a0adds granularity to research on pivoting.<\/jats:p>\n                  <\/jats:sec>\n                  <jats:sec>\n                    <jats:title>Managerial Summary<\/jats:title>\n                    <jats:p>Entrepreneurs often face a choice between reworking\u00a0the core of a business idea and making changes to its periphery. Analyzing 316 academic\u2010led teams seeking to commercialize technologies using the Lean Startup Method, we find that academic\u2010led teams frequently change their idea's core in response to negative feedback\u2014and that only core changes, rather than peripheral changes, are linked to improved commercialization outcomes. Overall, the results show the effectiveness of the Lean Startup Method and demonstrate that focusing feedback on the core of the business idea is an effective way to provide feedback to academic entrepreneurs.<\/jats:p>\n                  <\/jats:sec>","DOI":"10.1002\/sej.70004","type":"journal-article","created":{"date-parts":[[2025,11,3]],"date-time":"2025-11-03T20:30:03Z","timestamp":1762201803000},"update-policy":"https:\/\/doi.org\/10.1002\/crossmark_policy","source":"Crossref","is-referenced-by-count":3,"title":["From critique to catalyst: How academic entrepreneurs transform negative feedback into pivots and performance"],"prefix":"10.1002","author":[{"ORCID":"https:\/\/orcid.org\/0000-0002-6115-6004","authenticated-orcid":false,"given":"D. Carrington","family":"Motley","sequence":"first","affiliation":[{"name":"Tepper School of Business Carnegie Mellon University  Pittsburgh Pennsylvania USA"}],"role":[{"vocabulary":"crossref","role":"author"}]},{"ORCID":"https:\/\/orcid.org\/0000-0002-9125-8271","authenticated-orcid":false,"given":"Michael","family":"Leatherbee","sequence":"additional","affiliation":[{"name":"Department of Industrial and Systems Engineering Pontificia Universidad Cat\u00f3lica de Chile  Santiago Chile"}],"role":[{"vocabulary":"crossref","role":"author"}]},{"ORCID":"https:\/\/orcid.org\/0000-0001-8125-515X","authenticated-orcid":false,"given":"Riitta","family":"Katila","sequence":"additional","affiliation":[{"name":"Department of Management Science &amp; Engineering Stanford University  Stanford California USA"}],"role":[{"vocabulary":"crossref","role":"author"}]}],"member":"311","published-online":{"date-parts":[[2025,11,3]]},"reference":[{"issue":"7","key":"e_1_2_11_2_1","doi-asserted-by":"crossref","first-page":"1109","DOI":"10.1016\/j.respol.2014.04.012","article-title":"Knowledge sources of entrepreneurship: Firm formation by academic, user and employee innovators","volume":"43","author":"Agarwal R.","year":"2014","journal-title":"Research Policy"},{"issue":"61","key":"e_1_2_11_3_1","doi-asserted-by":"crossref","first-page":"7","DOI":"10.1111\/j.1468-0327.2009.00238.x","article-title":"The governance and performance of universities: Evidence from Europe and the US","volume":"25","author":"Aghion P.","year":"2010","journal-title":"Economic Policy"},{"issue":"1","key":"e_1_2_11_4_1","doi-asserted-by":"crossref","first-page":"51","DOI":"10.2307\/2393254","article-title":"Resetting the clock: The dynamics of organizational change and failure","volume":"38","author":"Amburgey T. 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