Abstract
The theory of disruptive innovation propounded by Clayton Christensen has been successful in explaining why some seemingly well managed companies fail under the onslaught of some new entrants. Keeping close to Christensen's definition of disruptive innovation, which is termed as 'Christensen disruption' here to highlight its uniqueness, a simple four-stage disruption framework is proposed for the evolution of incumbents and entrants in this special form of disruption. The proposed four-stage disruption framework offers a new and simple insight into understanding the process of Christensen disruption. Applying the framework to the evolution of the Indian domestic low cost carrier (LCC) aviation industry over a 15 year period, it is found that Christensen's theory of disruptive innovation provides a coherent explanation for not only the disruption of the Indian incumbent airlines but also the subsequent evolution of the surviving LCCs.
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