Incumbent heterogeneity in creative destruction: a study of three Dutch newspaper organisations

H. van Moorsel, Zi-Lin He, J.A. Oltmans, Theo W.C. Huibers

    Research output: Contribution to journalArticleAcademicpeer-review

    3 Citations (Scopus)

    Abstract

    With a study of three Dutch newspaper organisations, we identify four dimensions along which incumbent response to discontinuous change may differ: response timing (early or late), size of commitment to the new business (big or small), progression of commitment to the new business (continuous or intermittent), and approaches to bridging the capability gap (internal development, strategic alliance, or acquisition). These response strategies are neither mutually exclusive nor static, and their relative focus differs over time as well as across incumbents. Such inter-temporal and cross-sectional variations in response strategies are influenced by various incumbent-specific characteristics and shaped by interrelated contingencies internal or external to incumbents.
    Original languageUndefined
    Pages (from-to)1051-1070
    Number of pages20
    JournalTechnology analysis & strategic management
    Volume24
    Issue number10
    DOIs
    Publication statusPublished - Nov 2012

    Keywords

    • incumbent heterogeneity
    • disruptive innovation
    • EWI-23031
    • Adaptation
    • path dependence
    • METIS-296281
    • IR-84266
    • HMI-MR: MULTIMEDIA RETRIEVAL

    Cite this

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    title = "Incumbent heterogeneity in creative destruction: a study of three Dutch newspaper organisations",
    abstract = "With a study of three Dutch newspaper organisations, we identify four dimensions along which incumbent response to discontinuous change may differ: response timing (early or late), size of commitment to the new business (big or small), progression of commitment to the new business (continuous or intermittent), and approaches to bridging the capability gap (internal development, strategic alliance, or acquisition). These response strategies are neither mutually exclusive nor static, and their relative focus differs over time as well as across incumbents. Such inter-temporal and cross-sectional variations in response strategies are influenced by various incumbent-specific characteristics and shaped by interrelated contingencies internal or external to incumbents.",
    keywords = "incumbent heterogeneity, disruptive innovation, EWI-23031, Adaptation, path dependence, METIS-296281, IR-84266, HMI-MR: MULTIMEDIA RETRIEVAL",
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    journal = "Technology analysis & strategic management",
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    Incumbent heterogeneity in creative destruction: a study of three Dutch newspaper organisations. / van Moorsel, H.; He, Zi-Lin; Oltmans, J.A.; Huibers, Theo W.C.

    In: Technology analysis & strategic management, Vol. 24, No. 10, 11.2012, p. 1051-1070.

    Research output: Contribution to journalArticleAcademicpeer-review

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    AU - van Moorsel, H.

    AU - He, Zi-Lin

    AU - Oltmans, J.A.

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    AB - With a study of three Dutch newspaper organisations, we identify four dimensions along which incumbent response to discontinuous change may differ: response timing (early or late), size of commitment to the new business (big or small), progression of commitment to the new business (continuous or intermittent), and approaches to bridging the capability gap (internal development, strategic alliance, or acquisition). These response strategies are neither mutually exclusive nor static, and their relative focus differs over time as well as across incumbents. Such inter-temporal and cross-sectional variations in response strategies are influenced by various incumbent-specific characteristics and shaped by interrelated contingencies internal or external to incumbents.

    KW - incumbent heterogeneity

    KW - disruptive innovation

    KW - EWI-23031

    KW - Adaptation

    KW - path dependence

    KW - METIS-296281

    KW - IR-84266

    KW - HMI-MR: MULTIMEDIA RETRIEVAL

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