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Het goed Engelstalig onderzoek naar het innoveren in de kranten uitgeef industrie in 2010.

This research explores how incumbent heterogeneity influences the response strategy to disruptive innovations. It specifically looks at how newspaper incumbents dealt with the challenges posed by digital developments. These new developments show many of the classic signs of disruptive innovations. In this paper it is argued that previous disruptive innovation literature has downplayed the heterogeneity of incumbents. Little attention is given to differences between incumbents in terms of resources, processes, values, strategies, and positions in the market. However particular characteristics of incumbents can have an influence on the way they deal with disruptive innovations. A deeper understanding is necessary to account for variation in incumbents' responses to disruptive changes. Therefore three different newspaper incumbents are examined in detail. Based on findings of the cases four general types of responses are identified; 1) failing/waiting to react, 2) optimizing the existing business, 3) developing new products/services, and 4) adopting a new business model. The cases show that these response strategies are neither mutually exclusive nor static, and that an incumbent's relative focus on one response strategy can have an influence on the other. The relative focus on these different responses differs over time as well as between newspaper firms. Such longitudinal and cross-sectional variations in response strategy are influenced by various firm-specific characteristics, such as the relative disruptiveness of the changes to a specific incumbent, the governance structure and type of ownership, the influence of specific staff and their values, the type of customer segment the firm aims at, past experiences, financial means, and the vision of leaders.