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Despite the growing importance of digital transformation and the notion of disruptive innovation, strategy literature still lacks a more complete picture of how incumbent organizations adapt their business models after disruptions. This research sheds light on this important process by analyzing a major Italian news media publisher reacting to the...
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Citations
... The incorporation of digital technologies frequently necessitates the collection and processing of substantial quantities of sensitive data, rendering organizations susceptible to data breaches and intrusions. The significance of comprehensive security measures to safeguard against these hazards is underscored by Cozzolino et al. (2018) [6]. In order to protect data, organizations must adhere to pertinent regulations, implement comprehensive cybersecurity strategies, and consistently monitor and update their security protocols. ...
... The incorporation of digital technologies frequently necessitates the collection and processing of substantial quantities of sensitive data, rendering organizations susceptible to data breaches and intrusions. The significance of comprehensive security measures to safeguard against these hazards is underscored by Cozzolino et al. (2018) [6]. In order to protect data, organizations must adhere to pertinent regulations, implement comprehensive cybersecurity strategies, and consistently monitor and update their security protocols. ...
... It is imperative to have strong data security protocols in order to safeguard confidential data and foster consumer confidence [6]. Organizations must implement a comprehensive security strategy that incorporates encryption, access limits, and routine security audits. ...
Organizations' operations and market competition are being transformed by digital transformation, which is increasingly acknowledged as a critical factor in business model innovation. This paper investigates the influence of digital transformation on business model innovation, emphasizing the opportunities and obstacles it presents. The research employs a comprehensive literature review to identify key themes and insights, synthesizing findings from ten academic publications. The research indicates that digital transformation promotes innovation and creativity, enhances consumer experiences, improves operational efficiency, and opens up new revenue streams. Nevertheless, it also presents obstacles, including cultural resistance, data security concerns, technological integration issues, and skills deficits. The paper offers strategic recommendations for organizations to effectively navigate these challenges by analyzing successful case studies. Furthermore, it identifies research deficits and recommends future research directions to enhance comprehension and utilization of digital transformation. The findings emphasize the significance of seamless technological integration, continuous employee training, comprehensive data security measures, strong leadership, and a clear digital strategy in the pursuit of successful digital transformation.
... BDAC influences a company's strategic logic and objectives, significantly creating value for companies and their stakeholders. Cozzolino et al. (2018) highlight how traditional media companies change their business strategies to deal with digital disruptions. It examines the drivers and barriers of business model adaptation and the shift from closed to open, platform-based business models, thereby contributing to the literature on disruption and business models. ...
... BDAC influences a company's strategic logic and objectives, significantly creating value for companies and their stakeholders. Cozzolino et al. (2018) highlight how traditional media companies change their business strategies to deal with digital disruptions. It examines the drivers and barriers of business model adaptation and the shift from closed to open platform-based business models, thereby contributing to the literature on disruption and business models. ...
... Study how BDAC has a direct and indirect influence on Business Model (BMI) Innovation and Entrepreneurial Orientation (EO) in light of their significant role in value creation(Ciampi et al. 2021).Conduct a survey to assess the impact of BDAC on business strategies. Develop a case study series on companies leveraging BDAC for innovation.Examine how incumbents in the media industry are transitioning from closed to open platform-based business models in response to digital disruptions(Cozzolino et al. 2018). ...
Digital transformation (DT) directly influences organizational competitiveness, reshaping value creation and necessitating adaptation across industries. This study investigates how DT redefines strategic imperatives and the mechanisms of value creation within organizations, synthesizing findings from five thematic clusters: “Strategic Management in Digital Transformation of Organizations”, “Emerging Trends in Digital Entrepreneurship and Sustainability”, “Digital Capabilities and Business Model Innovation”, “Digitalization and Transformation of SMEs”, and “Value Creation through Innovation and Digital Transformation”. The analysis uncovers crucial insights, including the shift towards business-to-business (B2B) value-oriented sales, the role of big data analytics in collaborative innovation, and the integration of AI-driven business models across retail, logistics, and healthcare. Strategic alignment between technological advances and organizational goals emerges as essential, especially for SMEs facing resources, regulatory compliance, and skills development challenges. Despite these insights, significant gaps remain. Future research should delve into the underexplored area of cross-industry best practices, particularly how SMEs can leverage digital tools to enhance resilience and adaptability in market volatility. Further investigation into the long-term impacts of digital entrepreneurship on sustainability is recommended, including metrics for measuring social and environmental value creation. Additionally, digital leadership roles, such as Chief Digital Officers, warrant more in-depth examinations to identify how these leaders can navigate the complexities of DT and maximize value co-creation. This systematic literature review and bibliometric analysis aim to consolidate current knowledge, address critical gaps, and lay the groundwork for future studies that support resilient and sustainable growth in an increasingly digital economy.
... At the same time, scholars have also defined incremental innovation: Christensen [5] proposed that the biggest feature of incremental innovation is that companies with influence in the market, in order to maintain competitiveness, focus on high-value customers and products to be constantly innovative. In addition, Cozzolino and Verona [6] suggested that the core of incremental innovation is better, while the core of disruptive innovation is different. ...
With the rapid development of new energy vehicles, governments and automobile manufacturers are generally aware that environmental protection is an important direction for the development of the future automotive industry, and Tesla, as a representative of the global new energy electric vehicles, has great research significance. In the fierce environment of the automobile market, Tesla has won the leadership position with many innovations. Therefore, the company is considered a disruptive innovation by the public. This paper focuses on whether Teslas innovation is disruptive innovation, and studies Teslas disruptive innovation strategy through literature reading and qualitative analysis. This paper discusses the definition of disruptive innovation, Teslas current innovation status and explores the difference between it and incremental innovation. This paper draws the conclusion that Tesla is a disruptive innovation by considering whether it creates a value network as a breakthrough point. Finally, the paper puts forward some suggestions, including extending the product line, adjusting its price to maintain its competitive advantage and innovation, adjusting the channel level based on local markets, provide more extreme and detailed experiential marketing and after-sales service, so as to promote Tesla's sustainable innovation.
... Digital disruption encompasses not only outperforming competitors efficiently but also transforming entire markets or industries with novel business approaches (Thakur et al., 2023). Cozzolino et al. (2018) assert that despite the increasing significance of digital transformation and disruptive innovation, the strategy literature still fails to provide a comprehensive understanding of how incumbent organizations adapt their business models post-disruptions. Their examination focuses on: (1) the enablers and barriers to business model adaptation; (2) how incumbent firms modify their strategies to manage various elements of the disruption process; and (3) ways in which a closed business model can be transformed into an open, platform-based model to leverage external opportunities, reduce costs, and defend against disruptors. ...
Numerous models and frameworks addressing Digital Transformation and Business disruption have emerged in the last two decades. Generally, such models and frameworks can describe Business disruption well and even help with post-facto analysis as they delve mostly into prior popular examples and cases. The Disruption Dynamics Maturity Model (DDMM) proposed here takes a deeper and more action-oriented approach towards providing diagnosis and a path for possible Interventions. Disruption Dynamics Maturity Model can be applied empirically to business situations, to capture the emerging scenarios and analyze possibilities for the future. While a number of authors, researchers from all over the world and even major consulting firms like McKinsey, Deloitte, Accenture etc. have all tried to gauge this phenomenon, the challenge is that the factors triggering business disruption are becoming more granular and widespread, coming in from multiple directions, mostly not even identifiable in time. This makes it difficult to have a universal or at least a widely accepted model for diagnosing Business Disruption. Hence such a model must be dynamic, evolving in time and must also allow the practitioners or managers to track, group, pre-empt and envision various scenarios allowing them to deduce various strategic and tactical decisions. Through an integrative literature review, this working paper explores and captures significant dimensions to conceptualize such a model which can be used as an empirical tool for Business Disruption Diagnosis and Intervention. The outcome of this study is conceptualizing the Disruption Dynamics Maturity Model and demonstrating its dimensions.
... Die fortschreitende Digitalisierung von Unternehmen und der zugrundeliegenden Geschäftsmodelle resultiert für etablierte Unternehmen in erheblichen Herausforderungen (Harwardt 2020). Der technologieinduzierte Digitalisierungsdruck entsteht durch die ökonomischen Wirkungen der (disruptiven) Technologien (Cozzolino et al. 2018), welchen wiederum originär Veränderungen in Prozessen, Produkten oder Geschäftsmodellen nach sich ziehen. Dabei ist die Veränderung von Geschäftsmodellen hin zu digitalen Geschäftsmodellen besonders dramatisch, da differierende und zunehmend individuelle Kundenbedürfnisse, neue Wettbewerber, andere Prozesse und auch neue Technologien zum Einsatz kommen können. ...
Zusammenfassung
Die Bau- und Handwerksbranche zeigt seit Jahren eine verhältnismäßig niedrige Produktivitätssteigerung, verbunden mit einem geringen Digitalisierungsgrad. Angesichts von Mitarbeiterknappheit, zunehmender Komplexität von Bauprojekten und steigenden Individualisierungsanforderungen der Endkunden scheint die Digitalisierung einer der Schlüsselfaktoren zur Verbesserung der Produktivität zu sein. Der vorliegende Beitrag analysiert aus zwei strategischen Perspektiven die sich abzeichnenden Entwicklungen in dieser Branche: eine, die bestehende Wertschöpfungslogik und akteurszentrierte Sichtweise, und eine zukunftsweisende Perspektive auf plattformbasierte, service- und informationszentrierte Dienstleistungs-Ökosysteme. Die strategischen Perspektiven werden aus institutioneller Sichtweise eines Großhandelsbetriebs untersucht, welcher als zentraler Intermediär aufgrund zahlreicher Herausforderungen durch Disintermediation gefährdet ist. Die Re-Intermediation digitaler Plattformen und der Wandel hin zu serviceorientierten Geschäftsmodellen könnten disruptiv für die Leistungserstellung sein. Wenngleich eine solche Transition neue Wertschöpfungsansätze verspricht, ergeben sich für innovative Koordinations‑, Kommunikations- und Integrationskonzepte neue Herausforderungen. Basierend auf der strategischen Analyse werden die zentralen Herausforderungen, welche die mangelnde Etablierung der Technologisierung in der Bau- und Handwerksbranche zum Teil bedingen, exemplarisch anhand der Abbildung von Variantenartikeln im Stammdatenmanagement und der Auftragserfassung analysiert. Die zunehmende Variantenvielfalt in der Bau- und Handwerksbranche kann stammdatenseitig über konfigurierbare Materialien abgebildet werden. Diese Materialart bietet für Vertriebsmitarbeiter und Kunden eine Variantenkonfiguration anhand vorab definierter Merkmale. In der Belegerfassung sind zukünftig vielfältige Geschäftsvorfälle und Kundentypen zu integrieren, um das Tagesgeschäft im Vertrieb bestmöglich zu unterstützen. Die skizzierten Herausforderungen müssen durch Standardisierung und intelligente IT-Systeme bzw. Stammdatenkonzepte gelöst werden, um die konstatierten Produktivitätsdefizite überwinden zu können und die Digitalisierung der Bauhandwerker zu stärken.
... Organizations need to keep track of changes in their surroundings and transform their ways of conducting business to overcome continuously changing market conditions (Cozzolino et al., 2018). These business model transformations are considered a part of the organizational learning process, leading to BMA (Denoo et al., 2021). ...
... It is significantly influenced by the need to adapt to external stakeholders, changes in the competitive market and opportunities formed with new information and communication technologies (Saebi et al., 2017). Recent literature on BMA discusses its association with disruption, crisis and customer management (Chanyasak et al., 2021;Cozzolino et al., 2018;Denoo et al., 2021). However, its association with digitalization, organizational resilience and SSCM is not investigated. ...
... Consequently, organizations with BMA focus on identifying new market problems and creating solutions that enhance the organization's sensing and seizing (dynamic) capabilities. As a result, organizations with BMA tend to identify disruptive technologies as an opportunity to create innovative solutions to market problems (Cozzolino et al., 2018). As digitalization offers better connectivity, automation, real-time monitoring and predictability (Srai and Lorentz, 2019), organizations with BMA would sense this as an opportunity and digitalize their business processes proactively (Favoretto et al., 2021;Saebi et al., 2017). ...
Purpose
Organizational resilience is a prerequisite to ensure preparedness and quick recovery from disruptions for an organization. However, there is scant literature that examines antecedents that are associated with resilience. This study aims to evaluate antecedents of organizational resilience considering three factors: sustainable supply chain management (SSCM), business model adaptation (BMA) and digitalization.
Design/methodology/approach
This study considers the dynamic capability view as a theoretical lens to formulate the hypotheses between the mentioned constructs. The authors test the hypotheses based on the data collected from 259 manufacturing companies. The authors consider structural equation modeling and mediation analysis to analyze the proposed hypotheses.
Findings
The results of structural equation modeling suggest that there is a positive association between SSCM and organizational resilience. Furthermore, the results suggest that digitalizing the business processes and deploying an adaptable business model can help organizations enhance their resilience levels.
Originality/value
This study contributes to the literature by identifying dynamic capabilities that can influence organizational resilience and extending the relevance of BMA and digitalization in the context of sustainability and resilience. Furthermore, this research informs managers on effective pathways for managing future disruptions.
... According to Zubizarreta et al (2020), disruptive innovation shatters what is currently established and compels industry players to incorporate them into their business model. Cozzolino, Verona and Rothaermel (2018) argued, on the other hand, that disruptive innovation is a technology which alters the features of a product and enhances its value in the marketplace. The same, as contended by Calabro et al (2019), can change the current level of performance of firms and assist in displacing competitors in the increasingly competitive automobile industry for instance. ...
This study undertakes an assessment of disruptive innovation within the automobile production industry, aiming to uncover implementation challenges and opportunities. Recognizing the pivotal role of disruptive innovation in driving economic growth and sustainability within the automotive sector, this research addresses a notable gap in the literature pertaining to the relationship between disruptive innovation and firm performance. Through a quantitative research methodology, employing an exploratory research design, data were gathered from 99 industry professionals via an online survey hosted on LinkedIn. Analysis of the collected data was conducted using SPSS Statistical Software, facilitating both descriptive and inferential analysis. The findings reveal that disruptive innovation indeed facilitates new market creation, cost-effectiveness, customer-centricity, and the development of unique capabilities. However, challenges such as staff capacity constraints, financial pressures, rapid pace of disruption, and regulatory ambiguity impede its efficacy. Moreover, the study highlights the significant impact of deployment costs and regulatory standards on the effectiveness of disruptive innovation in fostering new market creation and achieving cost-effectiveness.
... Eventualmente, la transformación digital fue vista más como un elemento clave en la transformación estratégica que en la mejora operativa al permitir generar cambios organizacionales profundos mediante herramientas como la gestión de procesos de negocio (BPM por sus siglas en inglés) (Kenney et al, 2015) y culminando como sinónimo de Industria 4.0 hacia 2018 (Bienhaus y Haddud, 2018;Cozzolino et al, 2018;Schwarzmüller et al, 2018). ...
... La importancia de la adaptabilidad y la transformación continua, facilitada por la innovación digital, es tal que las empresas más competitivas son aquellas que pueden utilizar la innovación para mantenerse relevantes y proactivas en un entorno de negocios cambiante (Cozzolino et al, 2018). Las colaboraciones entre diferentes sectores pueden fomentar la innovación abierta, lo que permite a las empresas compartir riesgos y beneficiarse de nuevas ideas y tecnologías, fortaleciendo así su competitividad (Bogers et al, 2018;Weinman, 2015). ...
La transformación digital es un proceso tanto tecnológico como sociocultural que involucra la adopción de tecnologías digitales y modificaciones en los modelos de negocio y la estrategia de las firmas. La literatura que estudia relaciones entre la transformación digital y la competitividad de las empresas se incrementó en el periodo de postpandemia, sin embargo, las investigaciones antes de la pandemia son escasas, por lo cual el objetivo de esta investigación es analizar el efecto de la transformación digital en la competitividad de las empresas antes de esta crisis. Los datos que se utilizaron para el análisis son de las Encuestas Nacionales sobre Productividad y Competitividad de las Pymes en Sectores Estratégicos en México. El análisis se realizó en dos partes: I. geoestadístico para buscar clústeres geográficos de corte natural y II. estadístico mediante la regresión Ridge. Los resultados evidenciaron que tanto la transformación digital como la competitividad se distribuyen de manera desigual en los territorios; sin embargo, se encontró un efecto positivo de la transformación digital en la competitividad de estas. De acuerdo con lo anterior, se concluyó que las empresas que quieran aumentar su competitividad deben incrementar su transformación digital, por lo que los gobiernos deben continuar estableciendo políticas y programas de transformación digital en todos los sectores y en forma más equitativa.
... It entails exploring the intricate relationship between the ever-changing digital landscape and its revolutionary effects on company processes (Nascimento et al., 2019). A firm grasp of this connection is necessary to develop adaptive business models that make the most of opportunities given by new technology (Cozzolino et al., 2018). We hope that by adding to the theoretical foundations of Industry 4.0, our research will help organizations make sense of this complex environment (Frank et al., 2019). ...
In the era of Industry 4.0, characterized by the convergence of digital technologies and physical systems, the transformation of business models is paramount for sustainable industrial growth. This research explores the critical role of AI-driven data analytics in shaping digital business models within this dynamic landscape. The study investigates the interplay between technology readiness, innovation potential, automation and control, and privacy and security considerations in the context of Industry 4.0. Our findings reveal that technology readiness serves as a catalyst for innovation potential, emphasizing the importance of a robust technological infrastructure. Moreover, innovation potential plays a substantial mediating role in the linkage between technology readiness and privacy and security dynamics, highlighting the symbiotic relationship between innovation and security in the digital business arena. The study underscores the significance of automation and control in safeguarding privacy and fostering security, emphasizing the need for automated, data-driven approaches in crafting innovative and secure business models. Furthermore, it advocates for a multifaceted approach that fosters synergies between technological advancements and ethical considerations. Policy implications include the promotion of collaboration between industries, academia, and governments to catalyze innovative solutions grounded in feasibility and sustainability. Regulatory frameworks should encourage automation and control measures to protect consumer privacy, and policies must remain adaptable to the fast-paced developments in AI and Industry 4.0. This research illuminates the pivotal role of AI in shaping digital business model innovations in Industry 4.0. It emphasizes the importance of technology readiness, innovation potential, and ethical considerations in creating a dynamic and secure digital business ecosystem. The study envisions a future where digital business model innovations drive growth, efficiency, and resilience in Industry 4.0, shaping a sustainable and progressive industrial sector.
... It does not only explain managerial paradoxes (Sandstro m et al., 2014) but also provide useful guidelines to avoid managerial myopia (Kim & Mauborgne, 2019) in adopting innovations, which are not explicitly mentioned in other adoption models such as TAM (technology acceptance model), IDM (innovation diffusion model) or TOE (technology, organization, environment, and people). Disruptive innovations bring both opportunities and challenges for organizations (Cozzolino et al., 2018;Kim & Mauborgne, 2019) and so does digital HRM. Through automation, information and collaboration (Theres & Strohmeier, 2023), digital HRM can generate positive outcomes such as employee productivity (Iqbal et al., 2019), organization innovation (Jani et al., 2023); HRM efficiency and effectiveness (William & Singh, 2023). ...
... Second, the theory does not really classify disruptive innovations, even though it enlists different forms of disruptive innovations such as discount department stores, low price or cheap mass-market products (Markides, 2006). Failure to categorize disruptive innovations into subgroups is problematic because different types of disruptive innovations can occur in different time (Cozzolino et al., 2018), have different potential disruptiveness (Habtay, 2012), thereby providing different competitive effects and requiring different responses from affected actors (Markides, 2006). The following section provides an overview about the three most common types of disruptive innovations have been discussed in literature: technology, product and business model. ...
... They are not necessarily related to new products or new market development (Boer & During, 2001). They themselves do not paralyze incumbents, but rather bring opportunities that require the subsequent development of disruptive business model to capture and commercialize (Cozzolino et al., 2018). In other words, the disruptiveness of new technologies can be only achieved when they are integrated within a business model (Osiyevskyy & Dewald, 2015). ...
Purpose – Considering the popularity of digital technologies, the study aims to provide additional perspective of why managers have low commitment to digital human resource management (HRM) model and how they should interpret and respond to this model.Body of knowledge – The study indicates that rushing to adopt digital HRM model is not encouraged, even though the model has potential benefits in terms of organizational efficiency and employee experience. However, the ignorance of its usage possibilities can make HR managers and professionals lose their control over HR activities to other business units.Implications – Managers need to understand the driving factors of digital HRM model, do critical analysis of its relation to the current business model, and evaluate potential impacts of its adoption on the organization. Based on these analyses, managers can establish a suitable response plan to the disruption, which can range from ignorance at the first time to full integration in the long run.Originality/Value – The emergence of digital technologies have disrupted the way organization operate their internal business processes. Compared to other functions, human resource management is likely to be overlooked in organization’s digital transformation plan, even though human resource is considered to be an important resource for its competitive advantages in today’s uncertain and fast changing world. The study contributes to drawing additional attention to the importance of digital HRM in organization’s digital transformation plan and provides additional perspective to interpret and implement digital HRM.
