Explorative Versus Exploitative Business Model Change: The Cognitive Antecedents of Firm‐Level Responses to Disruptive Innovation

Oleksiy Osiyevskyy, Jim Dewald · 2015 · Strategic Entrepreneurship Journal

Summary. Incumbent firms respond to disruptive business model innovations through two strategies: exploring new disruptive models or exploiting existing ones. The study identifies cognitive drivers of each approach. Opportunity perception and perceived threats drive explorative adoption, while critical threats and industry tenure discourage it. Risk experience increases both strategies. These findings reveal how managers' perceptions shape strategic responses to disruption.

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Osiyevskyy, O., & Dewald, J.. (2015). Explorative Versus Exploitative Business Model Change: The Cognitive Antecedents of Firm‐Level Responses to Disruptive Innovation. Strategic Entrepreneurship Journal. https://doi.org/10.1002/sej.1192

@article{osiyevskyy-2015-explorative-versus-exploitative-business-model,
  title   = {Explorative Versus Exploitative Business Model Change: The Cognitive Antecedents of Firm‐Level Responses to Disruptive Innovation},
  author  = {Oleksiy Osiyevskyy and Jim Dewald},
  journal = {Strategic Entrepreneurship Journal},
  year    = {2015},
  doi     = {10.1002/sej.1192},
  url     = {https://doi.org/10.1002/sej.1192}
}

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TI  - Explorative Versus Exploitative Business Model Change: The Cognitive Antecedents of Firm‐Level Responses to Disruptive Innovation
AU  - Oleksiy Osiyevskyy
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JO  - Strategic Entrepreneurship Journal
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DO  - 10.1002/sej.1192
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Details

DOI: 10.1002/sej.1192
Countries: United States, Canada
Regions: North America
Categories: innovation-theory, entrepreneurship, general-innovation
Added: 2026-04-28