Purpose: The present research aims on the one hand to provide a basic understanding of the challenges that young companies in growth face by discussing previous findings on this topic. On the other hand, this research project wants to generate new insights on specific challenges and possible learning processes by means of a theory-based examination of a case study. Design/Methodology/Approach: The author of this study conducts a theory-based case study investigation. The study is based on two theoretical concepts which depict the phenomenon of challenges faced by young companies in growth in an abstract form: On the one hand, the "Tension-Balancing Management" according to Harald von Korflesch, which expresses the fundamental tension within entrepreneurial organizations, which in turn can be seen as a starting point for actual challenges. On the other hand, the "Tipping Points / Absorbative Capacities" framework by Phelps and colleagues, which links challenges (Tipping Points) that young companies will experience during their lifetime with required capabilities (Absorbative Capacities). Guided by these theories, rich data from interviews, observations and documents from the case are collected and analyzed in order to generate insights. Findings: On the one hand, challenges of young growing companies can be described on a superordinate level with the help of the two theoretical concepts. On the other hand, the analysis also shows that, above all, a fine-grained, individual approach is needed to adequately depict challenges and learning processes. Research Limitations: The main limitation of the present study is the single-case design. The fact that only one specific case was examined means that the insights gained from this cannot be automatically replicated to comparable cases. The simultaneous examination of multiple cases could thus make the results more stable. Originality/Value: The qualitative investigation of growth-related challenges by means of a specific case study creates an in-depth and profound understanding of complex interactions in the growth of young companies. In addition, the assumptions of both theoretical concepts are tested on a real case, thus enabling theoretical and practical implications to be identified.

"We've allways been in a culture where more is more, and suddenly we're in a culture whrere less is a better quality of life. It's pretty revolutionary." - Bill Stewart The transformation of society in recent years has brought significant changes, including the trend towards more conscious consumption and more sustainable use of resources. Traditional patterns have increasingly receded into the background, stereotypes have been broken and the standards of assessment have been redefined. And so we have arrived at a time when owning less is considered as more valuable and minimalism has become a new trend. The transformation of the social norms has also led to changes in the economy. Due to recent changes, sharing economy has emerged as a new, rapidly growing sector of the economy. In simple terms, the business model can be put as the sharing of unused resources in exchange for (non-) monetary incentives. The present bachelor thesis deals with the implementation of the sharing economy in the B2B sector. The advantages and disadvantages of the business model have been shown and opportunities and risks of the implementation in companies have been described. Furthermore, it is examined, which conditions of the consumer sector are suitable for implementation in the B2B model and which new factors should be taken into consideration. Based on the literature analysis, a B2C model has been developed. In addition, qualitative interviews were carried out. Among the experts were the managers and CEO of a medium-sized IT company. The results of the evaluation, based on Mayring (2002), helped to develop a decision model for implementation of sharing economy in B2B and to answer the research questions. Based on the results of the interviews, key framework conditions were transferred from the private sharing sector to the B2B model. In addition, further factors were identified. Depending on the decision model, it was possible to show the requirements for the implementation of sharing economy in the B2B environment and identify the challenges to be faced.