The concept of disruption in innovation and management has been introduced first in the early 20th century, although it received relevant attention only with the disruptive innovation theory introduced in the 90s. The limitations of this latter have brought attention to the Big Bang Disruption concept in 2013. In this theory, disruptors are featured by three major characteristics: unconstrained growth, undisciplined strategy and unencumbered development. While the conceivers of the Big Bang Disruption focus on the qualitative explanation of the actions the incumbents can take to react against disruption, this thesis addresses the structural, organisational levers, or antecedents, that characterise and differentiate disruptors from non-disruptors. To achieve this goal, a two-phases analysis is conducted. The first phase is dedicated to the definition of quantitative rules to distinguish between disruptors and non-disruptors. The construction of rules is based on nine different binary conditions and is performed through a qualitative comparative analysis. The second phase is preceded by the classification of the unicorns between disruptors and non-disruptors according to the four rules drawn from the previous analysis. A clustering considering the disruptors and of the non-disruptors separately is performed on a set of twenty-one potential antecedents classified according to the following building blocks drawn from the lean canvas: innovation strategy, value proposition, channel, customer segmentation, cost structure and revenue streams. The analysis allowed to identify two groups of clusters which share a design-push strategy, ease-of-use value proposition, multi-sided market segmentation and zero cost structure. These findings support the necessity to understand the relevant role of the meaning attached to the solution in the process of diffusion, rather than adopting a technology-focused approach. Furthermore, the importance of platforms and of network effects, already explored in literature for profiting of faster scalability and lowering transaction costs, is emphasised by their enclosed disruptive potential.
Il concetto di disruption nei campi dell’innovazione e del management fu introdotto agli inizi del Novecento nonostante abbia ricevuto notevole attenzione solo negli anni Novanta con la disruptive innovation. I limiti di quest’ultima hanno portato, nel 2013, l’attenzione sul concetto di Big Bang Disruption secondo il quale i disruptors sono caratterizzati da: strategia indisciplinata, crescita illimitata e sviluppo incontrastato. Mentre gli autori di tale concetto si concentrano sugli aspetti qualitativi legati al fenomeno e le azioni che le aziende posso prendere per reagirvi, questa tesi intende studiare quantitativamente le leve organizzative, o antecedenti, che caratterizano e differenziano un disruptor. L’analisi è composta da due fasi: nella prima delle regole quantitative sono create, attraverso una qualitative comparative analysis, per distinguere i disruptors dai non-disruptors secondo nove condizioni binarie estratte dal libro, nella seconda tali regole sono applicate al dataset degli unicorni per determinare disruptors e non-disruptors e, in seguito, svolgere un clustering sui due sottogruppi separatamente. Il clustering è eseguito su un insieme di ventuno possibili antecedenti raggrupati negli elementi costitutivi derivati dal lean canvas: strategia d’innovazione, proposta di valore, canali, segmentazione, struttura dei costi e dei ricavi. Due clusters di disruptors sono identificati, entrambi caratterizzati da una strategia design-push, facilità d’uso come proposta di valore, mercato multilaterale e una struttura di costo marginale zero. I risultati enfatizzano la necessità di capire il ruolo dell’innovazione di significato nella diffusione del’’innovazione. Inoltre, centrale è il potenziale disruptive delle piattaforme e degli effetti di rete, già studiati in letteratura per la loro veloce scalabilità e costi di transazione decrescenti.
The antecedents of big bang disruption : a quantitative study
TALENTI, LUCA
2016/2017
Abstract
The concept of disruption in innovation and management has been introduced first in the early 20th century, although it received relevant attention only with the disruptive innovation theory introduced in the 90s. The limitations of this latter have brought attention to the Big Bang Disruption concept in 2013. In this theory, disruptors are featured by three major characteristics: unconstrained growth, undisciplined strategy and unencumbered development. While the conceivers of the Big Bang Disruption focus on the qualitative explanation of the actions the incumbents can take to react against disruption, this thesis addresses the structural, organisational levers, or antecedents, that characterise and differentiate disruptors from non-disruptors. To achieve this goal, a two-phases analysis is conducted. The first phase is dedicated to the definition of quantitative rules to distinguish between disruptors and non-disruptors. The construction of rules is based on nine different binary conditions and is performed through a qualitative comparative analysis. The second phase is preceded by the classification of the unicorns between disruptors and non-disruptors according to the four rules drawn from the previous analysis. A clustering considering the disruptors and of the non-disruptors separately is performed on a set of twenty-one potential antecedents classified according to the following building blocks drawn from the lean canvas: innovation strategy, value proposition, channel, customer segmentation, cost structure and revenue streams. The analysis allowed to identify two groups of clusters which share a design-push strategy, ease-of-use value proposition, multi-sided market segmentation and zero cost structure. These findings support the necessity to understand the relevant role of the meaning attached to the solution in the process of diffusion, rather than adopting a technology-focused approach. Furthermore, the importance of platforms and of network effects, already explored in literature for profiting of faster scalability and lowering transaction costs, is emphasised by their enclosed disruptive potential.| File | Dimensione | Formato | |
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2017_07_Talenti.pdf
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https://hdl.handle.net/10589/135172