The Defense of Disruptive Technologies
We present an extension to an existing work that investigates conditions for “disruptive technologies” to cause the failure of a former monopolist (incumbent) to the advent of new firm (entrant). This paper shows that 1. the forecast of the positions of the entrant technology allows the incumbent to detect threatening entrant technologies, and 2. cloning the entrant firm allows the incumbent to participate in the new market and assures the survival of the incumbent firm group.
Key wordsstrategic management organizational decision making disruptive technologies agent-based simulations
Unable to display preview. Download preview PDF.
- Adner, R. (2003). When are technologies disruptive? a demand-based view of the emergence of disruption. Strategic Management Journal. forthcoming.Google Scholar
- Brown, S. L. and Eisenhardt, K. M. (1998). Competing on the Edge: Strategy as Structured Chaos. Harvard Business School Press.Google Scholar
- Buchta, C, Meyer, D., Mild, A., Pfister, A., and Taudes, A. (2004). Technological efficiency and organizational inertia: A model of the emergence of disruption. Computational and Mathematical Organization Theory. Forthcoming.Google Scholar
- Christensen, C.M. (1997). The Innovator’s Dilemma. Harvard School Press, Boston, MA.Google Scholar
- Schivardi, F. and Schneider, M. (2001). Strategic experimentation and disruptive technological change. Technical report, UCLA Department of Economics.Google Scholar