Is experience a useful resource for business model innovation?

Business model innovation has been proposed as a powerful strategic tool, able to offer competitive advantage, create markets and even reshape industries. Despite these powerful effects, little research has been conducted into studying and improving business model generation methods, and even less study has gone into analysing how to define new business models that can exert a disruptive effect on markets and industries. Our work tries to fill this gap, analysing whether experience encourages or discourages the generation of disruptive business models. An empirical analysis was carried out using an experimental methodology. The results seem to contradict the currently dominant Resource-Based View, but can be explained by the theory on inertia in organisations.