Business Model Innovation after Disruptions: A Process Study of an Incumbent Media Organization

Files in This Item:
File Description SizeFormat 
12880 - Proceedings version.pdf112.79 kBAdobe PDFDownload
Title: Business Model Innovation after Disruptions: A Process Study of an Incumbent Media Organization
Authors: Cozzolino, Alessio
Rothaermel, Frank T.
Verona, Gianmario
Permanent link: http://hdl.handle.net/10197/10085
Date: 30-Oct-2017
Online since: 2019-04-23T12:40:56Z
Abstract: Business model innovation is one possible avenue that incumbents can pursue in order to adapt to disruptive forces. Although we know much about the necessity and importance of incumbent adaptation to disruptions, we know much less about the process and direction of such transformations. We investigate herein the process through which incumbents respond to disruptions by opening up their closed business models. We conducted an in-depth and longitudinal study over a 20-year time period (1995-2016) of the process by which a major Italian news media publishers responded to the disruption by the Internet. By opening their business model, we find that incumbents can increase the access to and exploitation of external knowledge sources in order to seize new opportunities, lower costs, and fend off low-end disruptors. We further highlight the tensions that incumbents experience when opening up a relatively closed business model.
Type of material: Journal Article
Publisher: Academy of Management
Journal: Academy of Management Proceedings
Volume: 2017
Issue: 1
Keywords: Business model innovationDisruptive innovations
DOI: 10.5465/ambpp.2017.151
Other versions: http://aom.org/meetings/aom2017.html
Language: en
Status of Item: Peer reviewed
Conference Details: The 77th Annual Meeting of the Academy of Management (AOM 2017), Atlanta, Georgia, 4-8 2017
Appears in Collections:Business Research Collection

Show full item record

Google ScholarTM

Check

Altmetric


This item is available under the Attribution-NonCommercial-NoDerivs 3.0 Ireland. No item may be reproduced for commercial purposes. For other possible restrictions on use please refer to the publisher's URL where this is made available, or to notes contained in the item itself. Other terms may apply.