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Current theorizing assumes business models are developed to match firm resources and capabilities to existing market conditions. Consequently, entrepreneurs who successfully introduce new business models that significantly alter existing market preferences and structures are viewed as an anomaly; their success attributed to the strategic failure of incumbents. In contrast, the authors attribute success to both a co-evolution of individual and collective interests and the entrepreneur's concerted efforts to align those interests with their strategic vision of a new business model and market.
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