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Incumbents' responses to disruptive business model innovation: the moderating role of technology vs. market-driven innovation

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  • Solomon Russom Habtay
  • Magnus Holmén

Abstract

Current research argues that incumbents should respond to disruptive innovation by setting up a separate business unit. This recommendation stems from research predominantly carried out on disruptive technologies in high-tech industries but whether incumbents respond differently to other types of disruptive business model innovations and whether the type of response leads to a difference in performance have not been empirically analysed. By collecting data from 88 strategic business units (SBUs) and dividing the sample into incumbents responding to disruptive technology against those responding to disruptive market-driven innovations, the study shows that the latter type of firms can succeed in managing both disruptive and sustaining innovations without setting up structurally separated business units. We discuss the implications of our results and highlight areas for further research.

Suggested Citation

  • Solomon Russom Habtay & Magnus Holmén, 2014. "Incumbents' responses to disruptive business model innovation: the moderating role of technology vs. market-driven innovation," International Journal of Entrepreneurship and Innovation Management, Inderscience Enterprises Ltd, vol. 18(4), pages 289-309.
    • Handle: RePEc:ids:ijeima:v:18:y:2014:i:4:p:289-309
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    Citations

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    Cited by:

    1. Swen Nadkarni & Reinhard Prügl, 2021. "Digital transformation: a review, synthesis and opportunities for future research," Management Review Quarterly, Springer, vol. 71(2), pages 233-341, April.
    2. Haftor, Darek. M. & Climent Costa, Ricardo, 2023. "Five dimensions of business model innovation: A multi-case exploration of industrial incumbent firm’s business model transformations," Journal of Business Research, Elsevier, vol. 154(C).
    3. Masoud Gholampour Rad, 2017. "Disruptive innovation in media industry ecosystem and need for improving managerial cognitive capabilities in polymediation era," Cogent Business & Management, Taylor & Francis Journals, vol. 4(1), pages 1352183-135, January.
    4. Blume, Maximilian & Oberländer, Anna Maria & Röglinger, Maximilian & Rosemann, Michael & Wyrtki, Katrin, 2020. "Ex ante assessment of disruptive threats: Identifying relevant threats before one is disrupted," Technological Forecasting and Social Change, Elsevier, vol. 158(C).
    5. Ancillai, Chiara & Sabatini, Andrea & Gatti, Marco & Perna, Andrea, 2023. "Digital technology and business model innovation: A systematic literature review and future research agenda," Technological Forecasting and Social Change, Elsevier, vol. 188(C).
    6. Kristina Stoiber & Kurt Matzler & Julia Hautz, 2023. "Ambidextrous structures paving the way for disruptive business models: a conceptual framework," Review of Managerial Science, Springer, vol. 17(4), pages 1439-1485, May.
    7. Konstantinos Poulis & Gregorios C. Galanakis & Gregory T. Triantafillou & Efthimios Poulis, 2020. "Value migration: digitalization of shipping as a mechanism of industry dethronement," Journal of Shipping and Trade, Springer, vol. 5(1), pages 1-18, December.
    8. Raphaël Maucuer & Alexandre Renaud, 2019. "Business Model Research: A Bibliometric Analysis of Origins and Trends," Post-Print hal-01918188, HAL.
    9. Elfindah Princes, 2019. "Ambidextrous Leadership in Manufacture Industry in Indonesia," GATR Journals jmmr228, Global Academy of Training and Research (GATR) Enterprise.

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