From «Creative Destruction» to Digital Revolution: The Organization of New Enterprises

The way in which the market evolved over the last decade generated profound changes in structural conditions. Digital revolution had an impact on many sectors creating synergies, which would have been inconceivable just a few years ago; and the entrance of new players on the market boosted the transformation and innovation process of enterprises, their products and services and the way they interact with customers. Given the wide range of organization solutions, can the trends that characterize organizations that face innovation every day be identified? If we agree that the increased international competition brought by market globalization and the swift technological innovation expose enterprises to increasingly unstable environments, forcing them to a continuous learning process and greater flexibility of their organization, how much do these factors affect the new markets of digital enterprises? Which structures are adopted by new players, labeled «disruptive» almost as a tribute to the creative destruction described by Schumpeter? This article aims, through a rapid review of the literature, to try to understand what are the possible forms and organizational factors that can help start up to move from zero to one to create something new. It' a fundamental aspect that not only affects the startup but permeates all businesses. The paper analyses three cases of start-ups that are in different stages of their organizational life and their business history: LinkedIn, a company founded more than 10 years ago, Qurami, Italian start-ups is growing inside the accelerator Luiss EnLabs and Netflix, an American company that distributes online video content. Companies considered offer us the opportunity to investigate the subject of this article, the factors and organizational choices that determine the level of creativity and innovation of organizations.