Managing disruptive innovation: Entrepreneurial strategies and tournaments for corporate longevity

Yanto Chandra; Shu Jung Sunny Yang

doi:10.1177/030630701103700202

Managing disruptive innovation: Entrepreneurial strategies and tournaments for corporate longevity

Yanto Chandra^*, Shu Jung Sunny Yang

^*Corresponding author for this work

The York Management School

Research output: Contribution to journal › Article › peer-review

Abstract

Extant research on disruptive innovation has implicitly incorporated entrepreneurship as the underlying driver of the disruptive phenomenon. This article integrates recent developments from entrepreneurship and innovation research streams to better understand the conditions and causal mechanisms that influence disruptive innovation. Drawing on effectuation, evolutionary entrepreneurship, lead-users, collective intelligence and opportunity tournament literature, a theoretical framework is developed that explains disruptive innovation as a coevolutionary entrepreneurial process at the firm, product, and customer level. The framework offers a set of testable propositions to advance theory and practice in the field. The authors suggest avenues for future research and conclude with entrepreneurial strategies to help general managers create and cope with disruptive innovation.

Original language	English
Pages (from-to)	23-50
Number of pages	28
Journal	Journal of General Management
Volume	37
Issue number	2
DOIs	https://doi.org/10.1177/030630701103700202
Publication status	Published - 2011

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Managing disruptive innovation: Entrepreneurial strategies and tournaments for corporate longevity

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