This creates room for disruptive innovations

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XIII

Appendices

Overview for subquestion 1.

Authors Methodology Core ideas of article/book Decision Criteria

Christensen, 1997, The innovator's dilemma: when new technologies cause great firms to fail

Book This book provides an analysis of changing technology and introduces the innovator’s dilemma. It provides an overview of how disruptive innovations can overthrow incumbents.

- It showed reasons why leading firms keep focusing on higher tiers of the market

- It explained the terms disruptive- and sustaining innovations, and the term innovator’s dilemma

- It showed the process of how customers get overshot and how the company loses them. This leads to opportunities for disruptive innovations.

Christensen, Anthony & Roth, 2013, Seeing what's next: Using the theories of innovation to predict industry change

Book This book proposes a framework to predict industry change. It states that with this framework it is possible to predict which companies will win when industries change.

- It showed how companies could lose customers because they become overshot. This creates room for disruptive innovations.

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Spencer & Kirchoff, 2006, Schumpeter and new technology based firms: Towards a framework for how NTBFs cause creative destruction

Systematic literature review

This paper examines the relation between creative destruction and technological change. It states that the phenomenon of leading firms failing due disruptive technologies is creative destruction in action.

- It showed that leading firms sometimes not choose to keep focusing on higher tiers of the market but are forced to do so.

- It showed how the company stayed focused on the higher tiers of the market through managers own interests.

Thomond, Herzberg & Lettice, 2003, Disruptive Innovation:

Removing the Innovators’

Dilemma

Survey of 7 innovation

experts and 5 industrial

collaborators

This article presents an overview of the barriers to disruptive innovation and how to overcome them.

- It showed how opportunities for disruptive innovations get created.

Christensen & Overdorf, 2000, Meeting the challenge of disruptive change

The article states that managers can cope with disruptive innovations by managing three elements in their organization: resources, processes and values. It proposes three ways to create a different organizational space: create different organizational structures internally, develop a spin- out, or acquire a different organization.

- It showed how resistance in their own organization could keep leading companies focused on the higher tiers in the market.

- It showed how a company’s stock value and managers need for constant growth keeps a company investing in sustaining innovations.

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Bower & Christensen, 1995, Disruptive technologies: catching the wave

Book This article takes a look at how large incumbents can lose from the emerging companies. It looks at how companies can spot disruptive innovations and the danger of staying too close to their customers.

- It showed how managers, driven by their own interests, keep steering the company to the higher tiers in the market.

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Overview for subquestion 2.

Authors Methodology Core ideas of article/book Decision Criteria

See above See above - Explains how and why companies fail to address the

future needs of their customers.

See above See above - Explains that in order to address the future needs of their customers, companies need to look beyond their customer base for innovations.

- Explains the term itself and theory around non- customers.

Christensen & Raynor, 2013, The innovator's solution: Creating and sustaining successful growth

Book This book showed how companies could create disruptive innovations instead of being destroyed by them. It explains how to turn disruptive ideas into long term profitable growth for the company.

- Explains the theory that customers are using certain products to get a job done. This theory can be used in order to predict customer’s future needs.

- Explains the term and theory around non-customers.

- Gives suggestions how to attract non-customers.

Johnson, Christensen &

Kagermann, 2008, reinventing your business model.

This article explains why established companies struggle to grow as much as they could do with business model innovation. It explains that that the reason for this is that they don’t understand their current business model good enough, and they don’t know how to build a new one when they need it.

- Also explains the theory that customers are using certain products to get a job done.

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It explains that certain circumstances require new business models.

See above See above - Gives signs of how companies can notice if customers are getting overshot and what to do.

- Explains the term and theory around non-customers.

Berthon, Pitt, McCarthy, & Kates, 2007, When customers get clever: Managerial approaches to dealing with creative consumers

This article develops a model how to deal with creative customers. This model is based upon a three step approach:

awareness, analysis and response.

- This article also analyzes the theory of customers using products as solutions to jobs they want to fulfill.

Anthony, S. D; Sinfield, J;

Johnson, M; Altman, E.

(2008). The innovator's guide to growth: Putting disruptive innovation to work.

Book This book explains how to implement disruptive innovations. It explains how to create this capability to unlock the power of disruptive innovations. This book provides approaches and tools to innovation.

- Once again this literature provides insights about the theory of customers using products to get a job done.

- Gives the four types of constraints non-customers face to buy the product and what companies need to do about them.

- Gives examples how to attract non-customers.

- Suggest that if a company spends time in the market, it can spot non-customers and opportunities for disruptive innovations.

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Gilbert & Bower, 2002, Disruptive change: When trying harder is part of the problem

It explains that managers see disruptive innovations only as threats or opportunities, and how this is dangerous for the success of the company.

- Explains the term non-customers.

- Gives suggestions how to attract non-customers.

Anthony, 2012, The little black book of innovation: How it works, how to do it

Book The message of the book is in order to innovate successful you need to identify the unsolved problems from customers and then come with effective solutions for these problems. And the best way to do this is with associational thinking, that means think for similar problems that are solved and what can you use from that.

Furthermore it provides a 4-step approach to successful innovation.

- Complements his earlier theory of when a company spends time in the market, it can spot non-customers and opportunities for disruptive innovations.

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Overview for subquestion 3

Singer, V, Alpeza, M. & Balkic, M.

(2009, January). Corporate

Entrepreneurship: Is

Entrepreneurial Behaviour Possible in a Large Company?.

Case study at a corporation with nonentrepreneurial organisational culture

The paper describes how entrepreneurial behavior is possible in an organization with a nonentrepreneurial organizational culture.

- Explains that due the design and focus of large firms, innovative behavior gets discouraged.

Christensen, C. M., & Overdorf, M. (2000). Meeting the challenge of disruptive change

It states that when companies grow, different elements determine what a company can do or not. When it’s small the resources determine the path of the company, when it grows the values and process and size of opportunities determines. And because resources are more adaptable, small companies are often more responsive to market changes.

- Explains that in large companies innovative behavior gets discouraged due their design.

- States that small companies have an advantage when dealing with disruptive innovations due their values and cost structures.

- Explains why large companies should use small companies in order to be disruptive.

Kassicieh, S. K., Walsh, S. T., Cummings, J. C., McWhorter, P.

J., Romig, A. D., & Williams, W.

D. (2002). Factors differentiating the commercialization of

Survey of 381 individuals

This paper develops a framework to identify the different activities required between the commercialization of disruptive and sustaining innovations.

- States that small firms are better in dealing with uncertainty and thus with disruptive innovations.

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disruptive and sustaining technologies

Acs, Z. J., & Audretsch, D. B.

(1990). Innovation and small firms

Book This book investigates the role of small companies in innovation and how market structure and company size react to technological change.

- Explains that small firms are better in uncertain situations and therefore better with disruptive innovations.

Spencer, A. S., & Kirchhoff, B. A.

(2006). Schumpeter and new technology based firms: Towards a framework for how NTBFs cause creative destruction

See above See above - Explains what advantages small companies holds against large companies when dealing with disruptive innovations and what large companies need to do in order to apply those advantages in their own company.

Sawhney, M., Wolcott, R. C., &

Arroniz, I. (2011). The 12 different ways for companies to innovate

Survey of 70 managers

It produces a framework for innovation. This framework is built upon 12 dimensions and is called the innovation radar. Companies can use this framework for their business systems.

- Explains what large companies can to do in order to successfully create a disruptive innovation.

See above See above - Explains why large companies should use small companies in order to be disruptive.

- Explains the second-to-invent strategy a large company can use to conquer new markets.

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Carayannopoulos, S. (2009).

How Technology‐Based New Firms Leverage Newness and Smallness to Commercialize Disruptive Technologies

This paper explores the phenomenon of how small companies commercialize disruptive innovations at the expense of large incumbents and states that the characteristics that challenge young technology and company survival are the advantages for commercializing disruptive innovations.

- Explains what advantages small companies hold over large companies when dealing with disruptive innovations.

Walsh, S. T., Kirchhoff, B., &

Newbert, S. (2002).

Differentiating market strategies for disruptive technologies.

Survey of 72 micro-electro- mechanical- systems manufacturing firms

This paper investigates the differences between new companies and established ones when commercializing disruptive innovations. It shows that established companies almost never commercialize disruptive innovations and use market pull strategies for this process. For new companies disruptive innovations is the main focus and use technology-push and market-pull strategies for commercializing disruptive

- Explains the advantages from small companies compared to large companies when dealing with disruptive innovations.

- Gives reasons why a large company should collaborate with small entrants in order to hold influence in the lower tiers of the market.

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innovations. It suggest that small companies have in this commercialization process.

Dyerson & Pilkington, 2006, Dyerson, R., & Pilkington, A.

(2005). Gales of creative destruction and the opportunistic incumbent: The case of electric vehicles in California

Case study of electric vehicles in California

This paper examines the introduction of electric cars in California. It concludes that the disruption of electric cars may open the auto market for new entrants, but only if they collaborate with established manufactures.

- Supplies a theory why large companies should collaborate with small entrants because it holds them in an influential position.

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Overview for subquestion 4

See above See above - It explains how managers can spot disruptive

innovations.

- It explains that the market and it’s competitors together with customers can signal if innovation is to be expected and how it effect disruptive opportunities - It shows how companies can spot overshot customers and non-customers and what to do to attract them and fulfill their needs.

- it explains how sales growth can imply that the innovation is disruptive.

Anthony, S. D; Sinfield, J;

Johnson, M; Altman, E.

(2008). The innovator's guide to growth: Putting disruptive innovation to work.

See above See above - It provides insights how to spot disruptive

innovations.

- It identifies the barriers companies need to overcome in order to create disruptive innovations

- It shows how and why a leading incumbent can create a spin-out organization.

- It shows how and why a leading incumbent can acquire an existing organization for innovations.

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See above See above - It explains that managers with different incentives and technologist could signal that there are disruptive innovations.

- It identifies the barriers companies need to overcome in order to create disruptive innovations.

- It explains that companies can fail to cope with disruptive innovations because they fail to cope with change. It gives the reasons for this failure and what to do about it.

- It explains how to use a spin-out organization Sandberg, B. (2002). Creating the

market for disruptive innovation:

market proactiveness at the launch stage.

Case study in a pharmaceutical market.

This article did research on the market pro-activeness at disruptive innovation launchings. Market pro-activeness particularly important for highly innovative companies that are in the process of commercializing the innovation idea to a successful product.

- It explains that the market and it’s competitors together with customers can signal if innovation is to be expected and how it effect disruptive opportunities - It explains that if companies want to create the next disruptive innovation, it needs to anticipate on upcoming changes and how to do so.

See above See above - It also identifies the barriers to overcome in order to create disruptive innovations.

- It shows ways how companies can overcome barriers to disruptive innovation

- It explains that companies can fail to cope with

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disruptive innovations because they fail to cope with change. It gives the reasons for this failure and what to do about it.

Christensen, C. M., & Overdorf, M. (2000). Meeting the challenge of disruptive change

See above See above - It identifies the barriers companies need to overcome in order to create disruptive innovations.

- It also explains that companies can fail to cope with disruptive innovations because they fail to cope with change.

- It shows how and why a leading incumbent should create a spin-out organization.

- It shows how and why a leading incumbent can acquire an existing organization for innovations.

Thomond, P., Herzberg, T. and Lettice, F. (2003). Disruptive Innovation: Removing the Innovators’ Dilemma

Case study at vodafone

This study provides an overview of the barriers companies face in order to create disruptive innovations and how to overcome those barriers.

- It identifies the barriers companies need to overcome in order to create disruptive innovations.

- It shows ways how companies can overcome barriers to disruptive innovations

Gilbert & Bower, 2002, Disruptive change: When trying harder is part of the problem

See above See above - It shows ways how companies can overcome barriers

to disruptive innovations

- It shows how and why a leading incumbent can create a spin-out organization.

- It explains that managers see disruptive innovations only as a threat or opportunity and that this could harm the success of the company.

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- They explain how separating organizations could benefit the whole company.

Paap, J., & Katz, R. (2004).

Anticipating disruptive innovation

It gives an overview of how companies can deal with the dualism needed in these days, be efficient today and innovative for tomorrow. It shows how managers can manage the dynamics of sustaining and disruptive innovations.

- It showed a barrier to disruptive innovations and how the company can overcome it by focusing on customer needs.

- It explains that if companies want to create the next disruptive innovation, it need to anticipate on upcoming changes and how to do so

Christensen, C.M, & Raynor, M.

(2013). The innovator's solution:

Creating and sustaining successful growth

See above See above - It shows how and why a leading incumbent can create a spin-out organization.