Disruptive Innovation is when an innovation diffuses from the low end upward toward the high end, a

pattern that we call low-end encroachment, the incumbent may be tempted to overlook its potential impact.
the new product (the disruptive innovation) is de-rated (it underperforms) with regard to the primary
performance dimension most appreciated by mainstream customers of the old product. However, the new
product may perform better on an alternate dimension and thus open up a new market (or may simply be
easier to use and/or of lower cost). Then over time the disruptive innovation improves on the primary
dimension, to the extent that it eventually appeals to the very mainstream customers that initially shunned
it.
(https://www.researchgate.net/profile/Glen_Schmidt/publication/229561179_When_Is_Disruptive_Innov
ation_Disruptive/links/59b27e96a6fdcc3f8891c9f2/When-Is-Disruptive-Innovation-Disruptive.pdf)

Corporate entrepreneurship, in the narrow sense, represents formal and informal activities whose
aim is the creation of new ventures within existing organizations (Zahra, 1991), creation of new
business entities in collaboration with the existing organization (Sharma and Chrisman, 1999), or
transformation of the existing organization through strategic renewal (Guth and Ginsberg, 1990).
(https://bib.irb.hr/datoteka/387599.Singer_Alpeza_Balkic_Corporate_Entrepreneurship_Podim_
09.pdf)

We define the term as the process by which teams within an established company conceive,
foster, launch and manage a new business that is distinct from the parent company but leverages
the parent’s assets, market position, capabilities or other resources.

The New Venture Creation Process

(1) an integrated input/output model proposed by Morris, Lewis, and Sexton that looks at which
variables are put into the process in order to achieve a certain level of entrepreneurship;7 (2)
Ronstadt’s career assessment approach, which proposes that entrepreneurs make judgments about
themselves, the new venture, and the environment based on where they are in their career;8 and
(3) Gartner’s conceptual framework for the new venture creation process, which most closely
reflects the approach taken in this text. Gartner proposes that the entrepreneurial process is affected
by three major categories of variables: the individual entrepreneur and what he or she brings to the
process; the environment, which consists of all of the external variables that affect the process such
as industry, suppliers, and markets; and the organization, which is all the strategic aspects of the
new venture such as focus, resources, and strategic partnerships.

(http://site.iugaza.edu.ps/kdahleez/files/2014/11/allen8179x_053848179x_02.01_chapter01.pdf)

BLUE OCEAN Denote all the industries not in existence today Æ unknown market space
The