Structuring experimentation: Implementing Growth Hacking in new ventures
通过两家新创企业的案例比较，揭示增长黑客在规模化过程中如何通过桥接或渗透两种方式融入组织结构，并分析其配置、角色、治理及优缺点，对创业者和组织设计者具有参考价值。
• Organizations need to integrate experimentation into their organizational structure. • Organizations can adopt two distinct approaches to structure experimentation. • The bridging approach involves establishing a dedicated experimentation unit between marketing and product. • The permeating approach involves spreading experimentation across all organizational units. • Growth hacking offers an experimentation-based method that can support scaling. Recent academic and managerial literature has paid significant attention to experimentation methods employed at different stages of a new venture’s lifecycle. Alongside the widely popularized Lean Startup method, Growth Hacking has emerged as an effective approach for supporting venture growth. While previous studies have examined experimentation from the process and individual perspectives, research on the integration of these methods within increasingly complex organizational structures remains limited. This article presents a comparative case study of two new ventures that adopted Growth Hacking while scaling. The findings reveal two approaches to the organizational implementation of Growth Hacking—either bridging or permeating experimentation throughout the organization—and explore their characteristics in terms of organizational configuration, the structure of marketing and product units, key roles, governance of experimentation, and associated benefits and shortcomings. These findings contribute to the literature on structuring experimentation and scaling in new ventures.