This paper uses a case study and a simple mathematical model to study the link between the incumbency and incentives to innovate and introduce drastically new products. It identifies the conditions under which fears of self-cannibalization are particularly likely to lead incumbents to soft-pedal such innovations.

Keywords:

• Marketing
• Innovation and Invention: Processes and Incentives
• Marketing and Advertising
• Technological Change and Innovation
• Innovation

Article text available from JSTOR