Responses to disruptive strategic innovation
Summary. Established companies face disruptive strategic innovations that challenge their existing business models. The paper identifies five response strategies: focus on the core business, ignore non-threatening innovations, counter the disruption, operate both models simultaneously, or scale the new approach. A company's choice depends on its motivation (growth rate, threat level, strategic relevance) and ability (skills, resources, time, conflict magnitude). Success requires recognizing that new competitive approaches aren't automatically superior.
Cite this article
Charitou, C. D., & Markides, C.. (2003). Responses to disruptive strategic innovation. MIT Sloan management review. https://dialnet.unirioja.es/servlet/articulo?codigo=2305342
Charitou, Constantinos D., and Costas Markides. “Responses to disruptive strategic innovation.” MIT Sloan management review, 2003. https://dialnet.unirioja.es/servlet/articulo?codigo=2305342.
Charitou, Constantinos D., and Costas Markides. 2003. “Responses to disruptive strategic innovation.” MIT Sloan management review. https://dialnet.unirioja.es/servlet/articulo?codigo=2305342.
@article{charitou-2003-responses-disruptive-strategic-innovation,
title = {Responses to disruptive strategic innovation},
author = {Constantinos D. Charitou and Costas Markides},
journal = {MIT Sloan management review},
year = {2003},
url = {https://dialnet.unirioja.es/servlet/articulo?codigo=2305342}
}
TY - JOUR TI - Responses to disruptive strategic innovation AU - Constantinos D. Charitou AU - Costas Markides JO - MIT Sloan management review PY - 2003 UR - https://dialnet.unirioja.es/servlet/articulo?codigo=2305342 ER -
Details
- Countries
- United Kingdom
- Regions
- Europe
- Categories
- innovation-theory, general-innovation
- Added
- 2026-04-28