A discontinuous change in the overarching distribution and innovation paradigm of an industry has profound strategic and managerial implications, with specific reference to the resources, competencies and capabilities (R&C&C) firms leverage to achieve competitive advantage. Investigating the upfront issue related to the rise of the Mobile Application Store model as a substitute to the original Mobile Portal model, the study aims at describing how the introduction of a new distribution paradigm affects and transforms a firm’s resources and assets portfolio. The study takes stock of a wide literature review on resource-based view and dynamic capabilities approach to ground and test the definition of core R&C&C, and adopts multiple case studies on an extensive set of companies as the empirical research method. A resourcebased assessment framework is proposed that builds on three main steps, encompassing: i) identification of R&C&C before and after the discontinuity takes place; ii) classification of such listed R&C&C according to original categories; iii) and application of literature-derived tests to assess the actual core status of traditional and emerging R&C&C. The study’s conclusions hence discuss the relationship between resources, strategy, discontinuity and (dis)continuous innovation.
On resources, discontinuity and (dis)continuous innovation. The effects of a distribution paradigm innovation on core resources
GHEZZI, ANTONIO;CAVALLARO, ANDREA;BALOCCO, RAFFAELLO;RANGONE, ANDREA
2013-01-01
Abstract
A discontinuous change in the overarching distribution and innovation paradigm of an industry has profound strategic and managerial implications, with specific reference to the resources, competencies and capabilities (R&C&C) firms leverage to achieve competitive advantage. Investigating the upfront issue related to the rise of the Mobile Application Store model as a substitute to the original Mobile Portal model, the study aims at describing how the introduction of a new distribution paradigm affects and transforms a firm’s resources and assets portfolio. The study takes stock of a wide literature review on resource-based view and dynamic capabilities approach to ground and test the definition of core R&C&C, and adopts multiple case studies on an extensive set of companies as the empirical research method. A resourcebased assessment framework is proposed that builds on three main steps, encompassing: i) identification of R&C&C before and after the discontinuity takes place; ii) classification of such listed R&C&C according to original categories; iii) and application of literature-derived tests to assess the actual core status of traditional and emerging R&C&C. The study’s conclusions hence discuss the relationship between resources, strategy, discontinuity and (dis)continuous innovation.I documenti in IRIS sono protetti da copyright e tutti i diritti sono riservati, salvo diversa indicazione.
