Table 2 Empirical examples of disruption... | Emerald Publishing

Table 2

Empirical examples of disruption to illustrate disruption as interdependency effects

Industry of disruption	Type of disruption	Cases	Interdependency effects
Advertising industry	Technology disruption in B2B	New competences and actors associated with Web and social media replaced traditional advertising skills, such as art direction, copywriting and other core agency competences Exemplified by two advertising firms – one with a technological edge and the other with a more traditional marketing focus – both adjusted their strategic focus and reconfigured their collaborations and in-sourcing of services in response to the disruption	Internalisation acted as a form of safeguarding, reshaping roles within advertising and affecting traditional agencies relative to the new entrants. Unbalancing mutual dependency across previous collaboration parties
Music industry	Business model disruption	The digitalisation of music, particularly through streaming as a business model, rendered record stores redundant while ultimately benefiting record labels, for example as owners of platforms like Spotify and as curators of music playlists. This model also reduces risk by eliminating the need to produce non-commercial records Indie musicians have increasingly been constrained by the policies of record labels and the rules of governing platforms such as Spotify. Record stores redundant	Redundancy did not fall on the party directly targeted by disruption, but on the actor disadvantaged by a one-sided dependency (artists, record stores, while it was assumed that the labels would have become redundant). imbalance (one-sided dependency) decided who became redundant
Additive manufacturing	Transformative supply chain disruption (business model)	Additive manufacturing in metal adopted by multiple actors positioned at different stages of the supply chain Drawing on data across supply chains, this illustrates how the introduction rendered certain parties redundant by reducing the need for logistics services and enabling the in-sourcing of production – effects that particularly impacted logistics firms and sub-suppliers	Small sub-suppliers as one-sided dependent on large firms, becoming redundant. Imbalance (one-sided dependency) decided who became redundant. Internalisation and safeguarding propagated disruption to prior collaboration partners. Unbalancing mutual dependency across previous collaboration parties
Sharing economy	Business model disruption	The sharing economy business model disrupts established structures of exchange across sectors by replacing traditional suppliers with peers through the introduction of digital intermediation. It also disrupts previously repeated exchanges by converting them into transactional, one-off interactions Examples including Airbnb, Uber, but also local and national platforms across sectors captured in several related studies. Incumbents copied sharing economy business model, while often making models one-sided (provision facilitated by incumbent)	Internalisation as disruption reaction. Unbalancing mutual dependency across previous collaboration parties
Content industries	Business model and mindset disruption	The development from piracy to current business models illustrates how mindsets change slowly in relation to ethics and legality. Initial platforms were regarded as illegal, yet over time their successors came to be seen as the “bad actors”, while the original platforms were reinterpreted as those attempting to advance a sustainability agenda. Media and interview coverage illustrate how other actors may assume the role of disruptors and how mindsets evolve in response	Stores and those manufacturing analogues consumables redundant as content became digitalised across film and media. Imbalance (one-sided dependency) decided who became redundant

Industry of disruption	Type of disruption	Cases	Interdependency effects
Advertising industry	Technology disruption in B2B	New competences and actors associated with Web and social media replaced traditional advertising skills, such as art direction, copywriting and other core agency competences Exemplified by two advertising firms – one with a technological edge and the other with a more traditional marketing focus – both adjusted their strategic focus and reconfigured their collaborations and in-sourcing of services in response to the disruption	Internalisation acted as a form of safeguarding, reshaping roles within advertising and affecting traditional agencies relative to the new entrants. Unbalancing mutual dependency across previous collaboration parties
Music industry	Business model disruption	The digitalisation of music, particularly through streaming as a business model, rendered record stores redundant while ultimately benefiting record labels, for example as owners of platforms like Spotify and as curators of music playlists. This model also reduces risk by eliminating the need to produce non-commercial records Indie musicians have increasingly been constrained by the policies of record labels and the rules of governing platforms such as Spotify. Record stores redundant	Redundancy did not fall on the party directly targeted by disruption, but on the actor disadvantaged by a one-sided dependency (artists, record stores, while it was assumed that the labels would have become redundant). imbalance (one-sided dependency) decided who became redundant
Additive manufacturing	Transformative supply chain disruption (business model)	Additive manufacturing in metal adopted by multiple actors positioned at different stages of the supply chain Drawing on data across supply chains, this illustrates how the introduction rendered certain parties redundant by reducing the need for logistics services and enabling the in-sourcing of production – effects that particularly impacted logistics firms and sub-suppliers	Small sub-suppliers as one-sided dependent on large firms, becoming redundant. Imbalance (one-sided dependency) decided who became redundant. Internalisation and safeguarding propagated disruption to prior collaboration partners. Unbalancing mutual dependency across previous collaboration parties
Sharing economy	Business model disruption	The sharing economy business model disrupts established structures of exchange across sectors by replacing traditional suppliers with peers through the introduction of digital intermediation. It also disrupts previously repeated exchanges by converting them into transactional, one-off interactions Examples including Airbnb, Uber, but also local and national platforms across sectors captured in several related studies. Incumbents copied sharing economy business model, while often making models one-sided (provision facilitated by incumbent)	Internalisation as disruption reaction. Unbalancing mutual dependency across previous collaboration parties
Content industries	Business model and mindset disruption	The development from piracy to current business models illustrates how mindsets change slowly in relation to ethics and legality. Initial platforms were regarded as illegal, yet over time their successors came to be seen as the “bad actors”, while the original platforms were reinterpreted as those attempting to advance a sustainability agenda. Media and interview coverage illustrate how other actors may assume the role of disruptors and how mindsets evolve in response	Stores and those manufacturing analogues consumables redundant as content became digitalised across film and media. Imbalance (one-sided dependency) decided who became redundant

Source(s): Author’s original