Business Model as an Inducer of Disruptive Innovations: The Case of Gol Airlines

Sirlei de Almeida Pereira, Fabricio Garcia Imbrizi, Alessandra Demite Goncalves de Freitas, Marcelo Aparecido Alvarenga

Abstract


This study was undertaken to investigate the premises that the success of disruptive innovation is related to the business model adopted by organizations. An analysis of five business models from the literature review - Bovet and Martha (2000), Applegate (2001), Chesbrough and Rosenbloom (2002), Osterwalder and Pigneur (2010), and Rodrigues, Maccari and Lenzi (2012) – was conducted based on the case of the Brazilian Gol Airlines who is recognized as a success business that promoted a disruptive innovation. The results suggest that the assertive choice of the business model can leverage innovation processes, and two of the models listed are adherence to the case studied.

 

Keywords: Disruptive Innovation; Business Model; Innovation Elements; Strategy; Gol Airlines.


Keywords


Disruptive Innovation; Business Model; Innovation Elements; Strategy; Gol Airlines

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DOI: https://doi.org/10.5585/iji.v3i2.24

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