Cross‐boundary disruptors: powerful interindustry entrepreneurial change agents

Abstract

Abstract Based on comparative case studies of Apple Computer's strategic actions in the music and cellular telephony industries, we develop the concept of cross‐boundary disruptor as a new type of entrepreneurial actor in interindustry strategic dynamics. We document how the confluence of forces that drove the convergence of the music and computing industries gave rise to Apple becoming a defining example of a cross‐boundary disruptor to the music industry, and examine Apple's chances to do the same in the cellular telephony industry. Using our preliminary conceptual framework, we further examine what kind of company could become a cross‐boundary disruptor in the U.S. health care industry to help overcome its long‐standing stasis. We summarize our case study‐based findings into a preliminary substantive theory of the cross‐boundary disruption phenomenon, and discuss several implications for further strategic entrepreneurship research and strategic leadership practice. Copyright © 2008 Strategic Management Society.

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