Changhyun Park

The current disruptive innovation model has a limitation in incorporating customers’ demands while the customer can be a co-creator of value on performance, design, and price innovation. Thus, this research attempted to explore the disruptive innovation model which can include both the incumbent’s innovation trajectory and customer’s demand, and how incumbents behave to enable disruptive innovation in the smartphone market. Based on the Apple iPhone case study, this study verified that the current disruptive innovation model can incorporate customers’ demand by reflecting their demand in the direction of innovating the performance, design, or price of smartphones with the price-adjusted innovation trajectory. The secondary innovation trajectory which was found uniquely in this study is meaningful since it can be a creative solution for the innovator’s dilemma. Besides, Apple, as an incumbent, has behaved to innovate iPhone performance and design demands of customers creating significant papers and patents as outcomes of innovation activities. This study has practical implications for incumbents’ managers as well as customers to enable disruptive innovation in the smartphone market.

The ability and role of incumbents to enable and sustain disruptive innovation is underestimated so far, compared with new entrants. Thus, this research aimed to observe incumbents’ role as a disruptor and their disruptive behaviours to enable disruptive innovation in different market segments. Based on two case studies of CPU and foundry markets, it was observed that incumbents enabled disruptive innovation by adjusting disruptive window in the context of performance trajectories and discontinuous time, and they sustained their market leadership by having advantages through continuous cost reduction and accumulated technological knowledge in high performance and low cost market. This study has extended the theory of disruptive innovation by including incumbents’ role and their disruptive behaviours and has practical implications as well for incumbents and new entrants to establish competitive technology strategy at the organisation as well as national level.