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|All Authors / Contributors:||
Laurence Lehmann-Ortega; Dwight Merunka; Bertrand Moingeon; Université Paul Cézanne (Aix-Marseille).
|Description:||1 vol. (324 f.) : ill. ; 30 cm.|
|Responsibility:||Laurence Lehmann-Ortega ; sous la direction de Dwight Merunka, Bertrand Moingeon.|
The purpose of this research is to demystify strategic innovation (SI) and to show that established firms also have access to it. We define SI as the successful introduction of a radically new business model in an industry. The components of a business model are the value proposition for the customer, the value architecture et the revenue model, which is the financial part of the two previous components. Thus, SI can have two types of sources corresponding to the two main components of the business model. A SI can either be generated by the radical change of a single component of the business model or of both at the same time. We call disruptive strategy the first type of SI and breakthrough the second one. Those research propositions have been synthesized as a typology and illustrated by eight case studies. This field research has brought us to identify an additional level of intensity. Thus, some SI destroy the former existing business model (we called them exclusive business models) whereas others allow both old and new business models to coexist (coexisting business models). Our case studies seem to corroborate the fact that the former come from SI aiming the market as a whole, whereas the latter address a niche or create a new market. Finally, in all the cases, established companies have access to SI under the condition that they undergo a double loop learning, which questions the mental schemes inherited from the past.