Abstract
While theories on innovation management and strategy has often focused on teaching strategists how to promote change endogenously, by taking the role of 'innovation–makers', it should be recognised that a single firm is often forced to act as an 'innovation–taker', receiving rather than driving innovations generated exogenously. The effect of external change on a firm's strategy is even more dramatic whenever change is shaped as a discontinuity. This study aims at deepening the understanding on the effect of exogenous discontinuous innovation, by investigating if and how it affects a firm's business model and its resources, competencies and capabilities (RC in turn, the firm aligns its key resources, key activities, key partners and key dynamic capabilities to the emerging context.
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