Abstract
Abstract By utilizing a unique methodology to the field of strategy (i.e., the complete participant method), we demonstrated that firms are able to identify a technology that can potentially disrupt the industry, expanding on the ex-ante capacity of disruptive innovation theory. In addition, the study identifies six challenges that a new entrant faces when developing a potentially disruptive technical process innovation. The study also suggests to prevent failure in the process of developing and commercializing a potentially disruptive process innovation, new entrants in a process-oriented industry need to acquire three antecedents and capabilities which have been formulated in three propositions.
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