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

doi:10.1080/09537325.2012.723689

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 journal › Article › Academic › peer-review

4 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 language	Undefined
Pages (from-to)	1051-1070
Number of pages	20
Journal	Technology analysis & strategic management
Volume	24
Issue number	10
DOIs	https://doi.org/10.1080/09537325.2012.723689
Publication status	Published - Nov 2012

Keywords

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

Access to Document

10.1080/09537325.2012.723689

http://eprints.eemcs.utwente.nl/secure2/23031/01/Huibers_Incumbent_heterogeneity.pdf

Cite this

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title = "Incumbent heterogeneity in creative destruction: a study of three Dutch newspaper organisations",

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