  Software startups are newly created companies with little operating history
and oriented towards producing cutting-edge products. As their time and
resources are extremely scarce, and one failed project can put them out of
business, startups need effective practices to face with those unique
challenges. However, only few scientific studies attempt to address
characteristics of failure, especially during the early- stage. With this study
we aim to raise our understanding of the failure of early-stage software
startup companies. This state-of-practice investigation was performed using a
literature review followed by a multiple-case study approach. The results
present how inconsistency between managerial strategies and execution can lead
to failure by means of a behavioral framework. Despite strategies reveal the
first need to understand the problem/solution fit, actual executions prioritize
the development of the product to launch on the market as quickly as possible
to verify product/market fit, neglecting the necessary learning process.
