Résumé

This article exposes what the literature has to say about a specific type of radical innovation— business-model innovations. It argues that even though they share many similarities to what Ettlie et al. (1984) call radical innovations, they are still different phenomena: they create different kinds of markets, pose different challenges for established firms, and have different implications for managers. It is only when the topic of radical innovation is broken down into these finer categories that progress can be made.

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