The nature of disruptive and sustaining technologies is sufficiently different to require different activities for the commercialization of these technology categories. Few theorists have developed conceptual schemes about the different methods of commercializing these technologies. The authors take the first steps in investigating these differences by contrasting firms that commercialize disruptive technologies with those that commercialize sustaining technologies. They reveal major differences and analyze these in terms of four major commercialization components: product realization, revenue generation, research support, and market potential. Several hypotheses regarding size of the firm, its financial risk profile, and its R&D strategy are utilized.
['S.K. Kassicieh', 'Steven T. Walsh', 'J. Cummings', 'P.J. McWhorter', 'A. D. Romig', 'W.D. Williams']
Factors differentiating the commercialization of disruptive and sustaining technologies