Cross-Boundary Disruptors: Powerful Inter-Industry Entrepreneurial Change Agents
AbstractBased on comparative case studies of Apple Computer's strategic actions in the music and cellular telephony industries, we develop the concept of "cross-boundary disruptor" as a new type of entrepreneurial actor in inter-industry strategic dynamics. We document how the confluence of forces that drove the convergence of the music and computing industries gave rise to Apple Computer becoming a defining example of a cross-boundary disruptor to the music industry, and examine Apple's chances to do the same in the cellular telephony industry. Using our preliminary conceptual framework, we further examine what kind of company could become a cross-boundary disruptor in the US healthcare industry to help overcome its long-standing stasis. We summarize our case study-based findings into a preliminary substantive theory of the cross-boundary disruption phenomenon, and discuss several implications for further strategic entrepreneurship research and for strategic leadership practice.
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Bibliographic InfoPaper provided by Stanford University, Graduate School of Business in its series Research Papers with number 1978.
Date of creation: Oct 2007
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Postal: Stanford University, Stanford, CA 94305-5015
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This paper has been announced in the following NEP Reports:
- NEP-ALL-2008-08-31 (All new papers)
- NEP-CSE-2008-08-31 (Economics of Strategic Management)
- NEP-ENT-2008-08-31 (Entrepreneurship)
Please report citation or reference errors to , or , if you are the registered author of the cited work, log in to your RePEc Author Service profile, click on "citations" and make appropriate adjustments.:
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