Please use this identifier to cite or link to this item: https://hdl.handle.net/10419/318977 
Year of Publication: 
2022
Citation: 
[Journal:] Journal of Business Models (JOBM) [ISSN:] 2246-2465 [Volume:] 10 [Issue:] 1 [Year:] 2022 [Pages:] 11-18
Publisher: 
Aalborg University Open Publishing, Aalborg
Abstract: 
Hypercompetition theory states that incumbent firms must restructure their organizations, resources, and product portfolios, as competitive advantages cannot be sustained over time. Yet, hypercompetition is rarer than many scholars and practitioners suggest. In this paper, we suggest that if managers misperceive the true state of competition in their industry, they run two potential risks. The first is to underestimate the competitive dynamics and to therefore focus too much on incremental changes to their existing business model. The second is to overestimate the dynamics and to waste resources on unnecessary radical business model innovation. In this chapter we discuss these risks in light of recent research on both hypercompetition and on incumbent business model innovation.
Subjects: 
hypercompetition
sustainable competitive advantage
dynamic competition
technology-intensive sectors
performance
Persistent Identifier of the first edition: 
Creative Commons License: 
cc-by-nc-nd Logo
Document Type: 
Article

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