Uncovering disruptors’ business model innovation activities: evidencing the relationships between dynamic capabilities and value proposition innovation

Schmidt, Alexander Lennart; Scaringella, Laurent

doi:10.1016/j.jengtecman.2020.101589

Cited by 42 publications

(22 citation statements)

References 79 publications

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“…For example, Wang et al (2020) uncovered the fulfillment of disruptive innovations could be reached through exploratory, exploitative, and transformative learning capacities, which focused on the aspect of absorption capability. Furthermore, Schmidt and Scaringella (2020) examined the relationship between dynamic capabilities and disruptive business model innovation, mediated by value proposition innovation. These discussions showed the merits of combining the dynamic capabilities and disruptive innovation literature based on the evidence from different industries without considering the digital context.…”

Section: Literature Reviewmentioning

confidence: 99%

“…The disruptive innovation literature has matured in its definition clarification ( Martínez-Vergara and Valls-Pasola, 2020 ) and influence factors analysis ( Zach et al, 2020 ). And breakthroughs can be created by continuous technological innovation ( Wang et al, 2022 ), product or service innovation ( Zheng et al, 2021 ), or business model innovation ( Schmidt and Scaringella, 2020 ). Moreover, it has been highlighted that disruptive innovation is not an event but a process ( Snihur et al, 2018 ).…”

Section: Introductionmentioning

confidence: 99%

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Start-Up’s Road to Disruptive Innovation in the Digital Era: The Interplay Between Dynamic Capabilities and Business Model Innovation

Zhang

Feng²,

Wang³

et al. 2022

Front. Psychol.

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The emergence and infusion of digital technologies bring greater chances for start-ups to conduct disruptive innovation through digital entrepreneurship. Despite the existed business practices, the happening mechanism of start-up’s disruptive innovation in the digital economy context remains unclear. This study aims to understand the evolutionary mechanism and fulfillment path start-ups’ disruptive innovation in the digital era. The longitudinal case study is conducted for a Chinese Internet start-up that successfully launched disruptive innovation under the digital economy background. Adopting a process perspective, this study analyzes the evolutionary phases of digital disruptive innovation. Moreover, this study identifies the digital technologies adoption, dynamic capabilities deployment, and business model innovation as the key pillars, and their interactions. Finally, this study induces and proposes its evolution mechanism and fulfillment path models. This study enriches the research scope of disruptive innovation and digital entrepreneurship. This study can offer theoretical guidance for the start-ups’ disruptive innovation in the digital era, and practical implications for implementing a digital catching-up strategy.

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Section: Literature Reviewmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Start-Up’s Road to Disruptive Innovation in the Digital Era: The Interplay Between Dynamic Capabilities and Business Model Innovation

Zhang

Feng²,

Wang³

et al. 2022

Front. Psychol.

View full text Add to dashboard Cite

show abstract

“…Accordingly, enterprises must propose and regularly renew new value propositions as part of their innovation operations and business strategy for a business model to disrupt other companies. In this way, companies can attract mainstream customers from their competitors (Schmidt and Scaringella 2020).…”

Section: How To Create a Businessmentioning

confidence: 99%

Innovation, Value Creation and Impact Assessment

Küfeoğlu

2022

Emerging Technologies

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Emerging technologies can be defined as a set of technologies whose development and application areas are still expanding rapidly, and their technical and value potential is still largely unrealised. Naturally, this leads to a vivid innovation environment for these technologies. In this book, tech-savvy people can easily read and understand the working principles of 34 different emerging technologies. And then, they can see in what areas these technologies are used and how they can create value. Moreover, the book starts with an “Innovation Journey” chapter. This chapter focuses on innovation and how ideas are converted into value and business. By value, we mean monetary, environmental and social value. In addition, for entrepreneurs and start-ups, we also show the funding and financing mechanisms for innovative ideas.

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“…We stress that the presented archetypes are no success formulas for disruption. The involved strategic actors need to perform disruptive innovation through continuous business model innovation, while maneuvering along the disruptive path (Kumaraswamy et al, 2018; Schmidt and Scaringella, 2020).…”

Section: Introductionmentioning

confidence: 99%

Disruption by design? Classification framework for the archetypes of disruptive business models

Schmidt

Sijde

2022

R & D Management

Self Cite

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The current scholarly debates highlight the role of business models for understanding the dynamics inherent to disruptive innovations. Additionally, research on business models argues for similarities between business models, as they are shared by multiple competitors and across industries. Despite the recent advancements in both debate streams, a consolidation of the research on the underlying similarities of disruptive business models is lacking. Such a consolidation would allow learning from previous waves of disruption, ultimately informing theory and practice to cope with the increasing pace and impact of disruptive innovations. Consequently, this study systematically identifies 122 disruptive business models that have been discussed in the literature during 2006–2019. Based on qualitative content analysis, we then develop a classification framework and propose five archetypes of disruptive business models: (1) matchmakers, (2) standardizers, (3) service providers, (4) open collaborators, and (5) performance reducers. We make a twofold contribution to the discussions around the hitherto tentatively specified business models underlying disruptive innovations, thus emphasizing the contingency of the phenomenon. First, we discuss how the identified archetypes are inducing disruptive dynamics. Second, we elaborate on how the archetypes are constituting paths towards disruption.

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Uncovering disruptors’ business model innovation activities: evidencing the relationships between dynamic capabilities and value proposition innovation

Cited by 42 publications

References 79 publications

Start-Up’s Road to Disruptive Innovation in the Digital Era: The Interplay Between Dynamic Capabilities and Business Model Innovation

Start-Up’s Road to Disruptive Innovation in the Digital Era: The Interplay Between Dynamic Capabilities and Business Model Innovation

Innovation, Value Creation and Impact Assessment

Disruption by design? Classification framework for the archetypes of disruptive business models

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