Response Strategies Of Incumbent Firms To Disruptive Innovation
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| Author | : Olga Piskunova |
| Publisher | : |
| Total Pages | : 88 |
| Release | : 2007 |
| Genre | : Business & Economics |
| ISBN | : 9783836446983 |
Research on the phenomenon of innovation shows that companies with initially leading positions in the industry often fail when the competitive situation changes and entrants come to the market with disruptive innovations. This raises the important question of what incumbents should do in order to optimally encounter such a situation. Should an incumbent respond at all? Which type of response should it pursue? How could the preferred response be implemented most effectively in terms of structure and management? To answer these questions the author Olga Piskunova analyses the existing recommendations to incumbent firms faced with the disruptive innovation along the response strategy framework consisting of following steps: decision to respond, response formulation and choice, response implementation. She shows further how non-innovation related research streams, such as game theory, contagion theory, marketing, and diversification research, could contribute to the disputable issues in the framework and fill some gaps. This book could be valuable for practitioners, as well as for scholars, researching the theoretical aspects of the phenomena of competition and innovation.
| Author | : Tim Nierobisch |
| Publisher | : GRIN Verlag |
| Total Pages | : 25 |
| Release | : 2010-12-13 |
| Genre | : Business & Economics |
| ISBN | : 3640775805 |
Seminar paper from the year 2009 in the subject Business economics - General, grade: 1,0, Copenhagen Business School, language: English, abstract: This paper addresses the understanding of disruptive change by highlighting the problems that arise when incumbent firms face disruptive innovations within their markets. In order to generate a new understanding of the competition that arises through disruptive change, disruptive innovations are linked to the concept of “hypercompetition” made by Richard A. D’Aveni. This concept implies the possibility to disrupt the market by implementing a new strategic orientation called the new “7-S Framework”. However this implies the necessity of reorganizing the incumbent firm. A possible approach is introduced. With this paper the author tries to identify a possible method to become disruptive for incumbent firms. The topic is “disruptive change and corporate response to it”.
| Author | : Christian Sandström |
| Publisher | : |
| Total Pages | : 0 |
| Release | : 2009 |
| Genre | : |
| ISBN | : |
This paper explores how certain incumbent characteristics influence an established firm's response to disruptive innovation. More specifically, it looks at the challenges a middle size, top segment company faced and how this affected its reaction to the disruptive threat. This is done by conducting an in-depth case study of Hasselblad, a manufacturer of professional cameras. It can be seen in this case study that Hasselblad's limited resources and its niche strategy affected how it managed the transition from analogue to digital camera technology. These characteristics made it difficult to allow experimentation with digital imaging in the main business since the available resources were severely limited and this initially inferior technology could harm the brand image. Instead, Hasselblad pursued collaborations and eventually launched a hybrid camera, which was compatible both with film and digital backs but did not become the expected success. Being close to bankruptcy, the digital resources needed were acquired and the company eventually survived the disruption. In conclusion, this paper argues that the managerial challenges and solutions to the innovator's dilemma depend upon the particular characteristics of incumbents and that this heterogeneity has not been sufficiently captured by previous literature. It also suggests that medium size, top segment firms can survive disruptive innovation through collaboration and acquisitions.
| Author | : Oliver Viellechner |
| Publisher | : ibidem-Verlag / ibidem Press |
| Total Pages | : 356 |
| Release | : 2010-08-01 |
| Genre | : Business & Economics |
| ISBN | : 3838261534 |
Oliver Viellechner addresses the response behavior of incumbent firms when facing discontinuous change by innovative business models. Almost always, this entails a problem of inertia, i.e. the sluggishness of incumbent response due to insecurity in deciding on an adequate response strategy. Viellechner investigates disruptive change in the European airline industry during the 1990s, when low-cost airlines severely challenged established carriers. By conducting four case studies, he identifies new causes of inertia and reveals the role of top management teams in improving incumbent firms' responsiveness. Viellechner's new book is relevant to both researchers and managers. It links concepts of strategy, organizational and psychological research and sheds light on the new competitive structure of an industry which has been repeatedly challenged by entrants and external shocks.
| Author | : David A. Aaker |
| Publisher | : John Wiley & Sons |
| Total Pages | : 400 |
| Release | : 2011-01-25 |
| Genre | : Business & Economics |
| ISBN | : 0470613580 |
Branding guru Aaker shows how to eliminate the competition and become the lead brand in your market This ground-breaking book defines the concept of brand relevance using dozens of case studies-Prius, Whole Foods, Westin, iPad and more-and explains how brand relevance drives market dynamics, which generates opportunities for your brand and threats for the competition. Aaker reveals how these companies have made other brands in their categories irrelevant. Key points: When managing a new category of product, treat it as if it were a brand; By failing to produce what customers want or losing momentum and visibility, your brand becomes irrelevant; and create barriers to competitors by supporting innovation at every level of the organization. Using dozens of case studies, shows how to create or dominate new categories or subcategories, making competitors irrelevant Shows how to manage the new category or subcategory as if it were a brand and how to create barriers to competitors Describes the threat of becoming irrelevant by failing to make what customer are buying or losing energy David Aaker, the author of four brand books, has been called the father of branding This book offers insight for creating and/or owning a new business arena. Instead of being the best, the goal is to be the only brand around-making competitors irrelevant.
| Author | : Clayton M. Christensen |
| Publisher | : HBR's 10 Must Reads |
| Total Pages | : 0 |
| Release | : 2016-10-13 |
| Genre | : Business & Economics |
| ISBN | : 9781633692091 |
Offers a collection of 2016 HBR articles on trends in business. Examines platform strategy, big data, technological innovations and the need to identify and understand the needs of customers.
| Author | : Nils Berkemeyer |
| Publisher | : GRIN Verlag |
| Total Pages | : 49 |
| Release | : 2016-05-06 |
| Genre | : Business & Economics |
| ISBN | : 3668211248 |
Master's Thesis from the year 2015 in the subject Business economics - Business Management, Corporate Governance, grade: 1,0, Cass Business School, language: English, abstract: An increasing number of journalistic articles and academic literature deal with the struggle of established companies to fend off the attacks by industry newcomers such as Airbnb, Spotify, Netflix, Google and many others. These companies enter traditional industries with innovative business models and compete in a manner, which makes it challenging for incumbent firms to understand their novel competition and respond effectively. This study introduces a typology of three stages of industry disruption that classify the newcomer’s developmental stage and describe the incumbent’s competitive position in terms of competition intensity and remaining time to respond. It is demonstrated how incumbents may conduct their strategic reasoning along these stages to arrive at a strategic goal and evaluate possible counter-measures.
| Author | : Joshua Gans |
| Publisher | : MIT Press |
| Total Pages | : 177 |
| Release | : 2016-03-18 |
| Genre | : Business & Economics |
| ISBN | : 0262034484 |
An expert in management takes on the conventional wisdom about disruption, looking at companies that proved resilient and offering managers tools for survival. “Disruption” is a business buzzword that has gotten out of control. Today everything and everyone seem to be characterized as disruptive—or, if they aren't disruptive yet, it's only a matter of time before they become so. In this book, Joshua Gans cuts through the chatter to focus on disruption in its initial use as a business term, identifying new ways to understand it and suggesting new tools to manage it. Almost twenty years ago Clayton Christensen popularized the term in his book The Innovator's Dilemma, writing of disruption as a set of risks that established firms face. Since then, few have closely examined his account. Gans does so in this book. He looks at companies that have proven resilient and those that have fallen, and explains why some companies have successfully managed disruption—Fujifilm and Canon, for example—and why some like Blockbuster and Encyclopedia Britannica have not. Departing from the conventional wisdom, Gans identifies two kinds of disruption: demand-side, when successful firms focus on their main customers and underestimate market entrants with innovations that target niche demands; and supply-side, when firms focused on developing existing competencies become incapable of developing new ones. Gans describes the full range of actions business leaders can take to deal with each type of disruption, from “self-disrupting” independent internal units to tightly integrated product development. But therein lies the disruption dilemma: A firm cannot practice both independence and integration at once. Gans shows business leaders how to choose their strategy so their firms can deal with disruption while continuing to innovate.
| Author | : Karen O. Cool |
| Publisher | : John Wiley & Sons |
| Total Pages | : 312 |
| Release | : 2009-02-04 |
| Genre | : Business & Economics |
| ISBN | : 1405142588 |
New industries are emerging; others are disrupted; old barriers are crumbling, while new ones are rising. This book seeks to better understand the challenges facing industries, networks, businesses and management during periods of industry structuring and restructuring. Comprising a series of contributions from experts in the field, the book addresses key questions about the opportunities and threats posed by these times of turmoil, including: How do existing industries sustain their competitiveness in such difficult times? How do networks stave off threats from new technologies? How do emerging and incumbent companies survive when growth is not an option? And how should companies be governed during periods of industry structuring and restructuring? In answering these questions, the contributors provide an overview of the strategies that industries, networks, businesses and managers are currently deploying in order to adapt to chaotic conditions and to enhance business profitability. Their responses make a distinctive contribution to scholarly thought and management practice.
| Author | : Julian Birkinshaw |
| Publisher | : Stanford University Press |
| Total Pages | : 320 |
| Release | : 2017-04-04 |
| Genre | : Business & Economics |
| ISBN | : 1503602311 |
A guide to the adhocracy form of business management and how it can foster a company’s success. The leading companies of the past twenty years have all harnessed the power of information to gain competitive advantage. But as access to big data becomes ubiquitous, it can no longer guarantee a leg up. Fast/Forward makes the case that we are entering a new era in which firms that understand the limits of 1s and 0s will take the lead. Whereas the industrial age saw the rise of bureaucracy, and the information age has been described as a meritocracy, we are witnessing the rise of adhocracy. In uncertain, rapidly-changing times, adhocracic organizations scan the horizon for winning opportunities. Then, instead of questing after more analysis, they respond with agility by making smart, intuitive decisions. Combining decisive action with emotional conviction, future-facing firms seize the day. Fast/Forward paints the big picture of a new approach to strategy and provides the necessary playbook to make your company fit for the future. Praise for Fast/Forward “Fast/Forward makes a compelling case for spontaneity, speed, and a willingness to lead with intuition. More importantly, it speaks to the leadership qualities required to implement its suggestions—providing practical ways to cultivate to those qualities.” —Jeffrey Pfeffer, Stanford University, author of Power: Why Some People Have It—and Others Don’t “[Birkinshaw and Ridderstråle] are on the right track: In an ever-faster, globalized world, companies not only need a compelling strategy, but also an adaptive and caring performance culture. To unleash their full ingenuity, we have to empower our colleagues to act like owners.” —Joe Kaeser, President and CEO, Siemens AG “Big data is oversold as the most important facet of competitive advantage. Rather, breakthrough leaps of faith are necessary to achieve extraordinary results. Fast-Forward is full of practical advice about how to capitalize on this simple idea in order to forge your corporate future.” —Anita McGahan, Rotman School of Management, author of How Industries Evolve
