Venture emergence hinges on stock of resources available to commit to entrepreneurial actions. The Lean Startup approach, which promotes a unique method of new venture emergence, has significantly influenced entrepreneurs worldwide in developing high-growth ventures. Despite its widespread adoption and practical impact, there has been limited empirical research on theorizing new venture creation based on Lean Startup principles. Building on a longitudinal case study of MatchMe, we conceptualize an empirically grounded process of venture emergence, drawing on routine dynamics as a lens. Our study makes several contributions to extant literature. It advances theory on venture emergence, especially elaborating on the relation of resource mobilization and venture progression. Our study also advances research on routine dynamics, shifting emphasis from how routines change to demonstrating the impact of routines on organizational outcomes.
