Creative Destruction as a Market Strategy
The historical landscape is full of pioneering firms that were innovative briefly, but then proved incapable of sustaining their leadership positions as imitators surpassed them. A few companies, however, have been able to turn the theoretical concept of creative destruction into a bold market strat...
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| Veröffentlicht in: | Research technology management 1997-05, Vol.40 (3), p.33-40 |
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| container_title | Research technology management |
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| creator | Neff, Michael C. Shanklin, William L. |
| description | The historical landscape is full of pioneering firms that were innovative briefly, but then proved incapable of sustaining their leadership positions as imitators surpassed them. A few companies, however, have been able to turn the theoretical concept of creative destruction into a bold market strategy for perpetually keeping competition a step behind. These progenitors of change are masters of attracting customers and confusing imitators with fresh offerings that continually raise the bar for expected performance standards. The appropriate integration of strategy, tactics and culture appears to be the key. |
| doi_str_mv | 10.1080/08956308.1997.11671128 |
| format | Article |
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| fulltext | fulltext |
| identifier | ISSN: 0895-6308 |
| ispartof | Research technology management, 1997-05, Vol.40 (3), p.33-40 |
| issn | 0895-6308 1930-0166 |
| language | eng |
| recordid | cdi_crossref_primary_10_1080_08956308_1997_11671128 |
| source | Business Source Complete (EB_SDU_P3); JSTOR |
| subjects | Business innovation Business structures Competition Consumer goods industries Creative destruction FEATURES Innovations Leadership Market strategy Personal computers Pharmaceutical industry Product development Product innovation Product life cycle Profit margins S curves Technological innovation |
| title | Creative Destruction as a Market Strategy |
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