Since its HBR debut in 1995, the concept of disruptive innovation—the process by which a smaller company with limited resources is able to launch a product or service that displaces established competitors—has been extensively incorporated into startup vernacular. Entrepreneurs often use a version of the phrase when launching products, raising funds, unveiling strategies, hiring teams, and engaging partners.
Yet we do not know much about how entrepreneurs are integrating the concept into their identities and what consequences this has for their startups.
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