Why existing enterprises shouldn't seek to create ruptures

This article addresses the issue of breakthrough strategies in big established companies: to what extend should they seek to create radically new markets? Drawing from empirical data gathered in the nascent US auto industry, we demonstrate why big established companies should not be involved in this type of strategy. Furthermore, we argue that rather than attempting to create radical new markets, big established companies are better off if they position themselves to exploit the pioneering efforts of others. [PUB ABSTRACT] Reproduced by permission of Bibliothèque de Sciences Po