Abstract
History has repeatedly shown that DTs offer incumbent enterprises opportunities to strengthen and penetrate their market position whilst providing new product/market combinations to emerging enterprises. As business models based on sustaining innovations do not tend to create new growth platforms, a firm wishing to make the strategic choice to shape an innovation into a disruptive growth business should enter new markets with a strategy based around disruption, commercialising products with lower performance, less functionality, and lower prices. This paper identifies more constructive ways of utilising DTs, both in large and medium-sized organisations, and attempts to show how DT can become, if properly managed, a capability-enhancing strategic asset with a potential to create an improved business model.
Original language | English |
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Pages (from-to) | 422-424 |
Number of pages | 3 |
Journal | Proceedings of the Thirty-Fourth Annual Meeting of the Western Decision Sciences Institute (WDSI) |
Publication status | Published - 2005 |
Event | Annual Meeting of the Western Decision Sciences Institute (34th : 2005) - Vancouver, Canada Duration: 22 Mar 2005 → 26 Mar 2005 |