| Summary: | 碩士 === 國立臺灣大學 === 國際企業學研究所 === 103 === Since HBS professor Christensen’s notion of ‘disruptive innovation’ in《Innovator’s Dilemma》in 1997, the term has widely drawn academic and practical attention for its impact on both incumbents and startup companies. However, not all of incumbent firms surrendered themselves in front of the disruptive innovators. As Raffaelli (2013) argues that some companies can resuscitate to remain competitive by preserving their legacy technologies, the thesis aims to investigate how incumbents with legacy technologies or practices, when invaded by disruptive innovation, successfully survive in the market by internal reforming and product re-positioning. Five cases in different industries, including Montblanc, Swatch, Folio Society, Sotheby’s and MegaNews are examined for the ways they survive. Strategic implications are also developed upon the case studies.
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