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When technological discontinuities and disruptive business models challenge dominant industry logics: insights from the drugs industry

Listed author(s):
  • Valérie Sabatier


    (Global Health - GAEL - Laboratoire d'Economie Appliquée de Grenoble - UPMF - Université Pierre Mendès France - Grenoble 2 - INRA - Institut National de la Recherche Agronomique - MTS - Management Technologique et Strategique - Grenoble École de Management (GEM))

  • Adrienne Kennard


    (Genostar - Genostar)

  • Vincent Mangematin


    (Global Health - MTS - Management Technologique et Strategique - Grenoble École de Management (GEM))

An industry's dominant logic is the general scheme of value creation and capture shared by its actors. In high technology fields, technological discontinuities are not enough to disrupt an industry's dominant logic. Identifying the factors that might trigger change in that logic can help companies develop strategies to enable them to capture greater value from their innovations by disrupting that logic. Based on analyzing the changes that biotechnologies and bioinformatics have brought to the drug industry, we identify and characterize three triggers of change that can create disruptive business models. We suggest that, in mature industries experiencing strong discontinuities and high technological uncertainty, entrants' business models initially tend to fit into the industry's established dominant logic and its value chains remain unchanged. But as new technologies evolve and uncertainty decreases, disruptive business models emerge, challenging dominant industry logics and reshaping established value chains.

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Paper provided by HAL in its series Grenoble Ecole de Management (Post-Print) with number hal-00658727.

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Date of creation: 2012
Publication status: Published in Technological Forecasting and Social Change, Elsevier, 2012, 79 (5), pp.949-962. 〈10.1016/j.techfore.2011.12.007〉
Handle: RePEc:hal:gemptp:hal-00658727
DOI: 10.1016/j.techfore.2011.12.007
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