Final Paper: Disruptive Innovation (original) (raw)
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A reflective review of disruptive innovation theory
2008
This paper is devoted to integrate and discuss the latest arguments on the Disruptive Innovation theory, and to provoke questions for further research. The key issues have been summarized into three major perspectives: (1) "What is disruptive technology and disruptive innovation", including the evolution, description, and the actual definition of disruptive innovation. (2) "The predictive use of the theory" and (3) "How to enable a potential disruptive innovation". After an extensive and reflective review, we have found that the research focus to- date has well studied the business model and organizational challenges of exploiting disruptive innovation. There is a trend to tailor abundant knowledge and tools of marketing literature to study identification of emerging markets and customers' latent needs. The technology perspective received very limited coverage and a significant amount of research is recommended on the purposeful creation of candidate technologies for disruptive innovation. A series of potential inhibitors and enablers of Disruptive Innovation are also identified as managerial "take-away".
Perspectives on Disruptive Innovations
Journal of Management Studies, 2018
Everyday experiences speak to the accelerated pace of innovation in this era of continual change. Sometimes, innovations enhance the value of existing products and services. At other times, they render existing business models obsolete, disrupt value-networks, prompt providers to rethink who their customers are, and lead customers to rethink what they value. What does it mean to manage in such a world of disruptive changes, and how might we research this phenomenon? Together with the contributors to this special issue, we anchor, explore and extend the meanings associated with the concept of disruptive innovation. In particular, we discuss several perspectives on disruptionevolutionary, relational, temporal and framingthat culminate in a performative (as opposed to a predictive) approach to thinking about the phenomenon. In doing so, our intention is to open up the agenda for both researchers and practitioners.
A Reflective Review of Disruptive Innovation Theoryi jmr_272 435..452
Disruptive Innovation Theory has created a significant impact on management practices and aroused plenty of rich debate within academia. Copious as the studies are, the scattered and conflicting nature of the literature on disruptive innovation in the last decade may pose a state of ambiguity for future research, thus necessitating a comprehensive review at this juncture. This paper first clarifies the basic concept and potential misinterpretations of the theory. Believing in the predictive value of the theory on firm performance, the authors then summarize and critique the research on how to enable potential disruptive innovation from internal, external, marketing and technology perspectives. The different perspectives inspired the authors to identify a number of key research directions within the disruptive innovation research domain. Potential future research is also briefly discussed by integrating disruptive innovation with other research domains, such as open innovation. Finally, in addition to theoretical contributions , the authors make practical contributions by outlining a series of potential inhibi-tors and enablers of disruptive innovation as managerial 'take-aways'.
Disruptive Innovation Explored
IPSE International Conference on …, 2002
Disruptive innovation is a term used to describe innovation that is of highly discontinuous or revolutionary nature, which is the opposite of evolutionary or incremental innovation. The term is becoming more widely recognised, but a consistent view of what disruptive innovation is or how it is defined is missing. This paper explores the different dimensions of disruptive innovation put forward by different authors and proposes a working definition as a key building block for an European Commission (EC) co-sponsored research project (“DisruptIT”). The working definition will be used to guide the development of the tools and methods that will help organisations enable and manage disruptive innovation as a key competitive strategy.
Disruptive Innovation: A Catalyst for Change in Business and Market Modeling
As the business market environment continues to shift and long-term stability is not easily attainable with the constant market disruptions and emerging regions. In order to compete on this platform, organizations must maintain flexibility within their business models and strategies to effectively capitalize or respond to market disruptions.
Disruptive Technology or Visionary Leadership?*
Journal of Product Innovation Management, 2006
C hristensen's (1997) thesis of disruptive technology has been highly praised and popular with managers. Two of its premises are important and insightful. These deal with the performance path of a disruptive technology and its impact on dominant incumbents who ignore it in favor of listening to their current consumers. However, Christensen's thesis also suffers from limitations, two of which are troubling: ambiguity in the definition of disruptive technology and the logic of the sampling to test its validity. Several studies my colleagues and I have conducted over the years suggest that the disruption of incumbents-if and when it occurs-is due not to technological innovation per se but rather to incumbents' lack of vision of the mass market and an unwillingness to cannibalize assets to serve that market. We have developed metrics to test these concepts. Models to predict the outcomes and financial value of strategic changes that firms can make to avoid these problems.
Exploring the Role of Managers in Nurturing Disruptive Innovations
Business & Economic Review
This paper presents a conceptual framework of managerial activities to foster disruptive innovations. Despite wide recognition of managerial role at middle and lower tiers of organization towards shaping its long-term strategy, the existing research, so far, has lacked in explicitly explaining the managerial activities directed towards the development of disruptive innovations. Authors explored the extant literature on disruptive innovation theory and identified three phases of the disruption process where managers at the middle and lower tiers can play an active role. The authors named this role of managers as their disruptive innovation activities (DIA). Furthermore, manager's DIA is explored in the context of existing antecedents of manager's strategic activities and a conceptual framework is proposed along with a resource map for future research, in this direction.
insightcentre.co.uk
Investors, business leaders, and policy makers can invest their time and resources into two types of innovations: (a) those that sustain the status quo or (b) those that change and disrupt the rules of the game. Sustaining innovations milk the cash cows-this is good business practice. However, there comes a time when someone, somewhere is investing resources into the very thing that will kill this revenue stream. Hence, investors, business leaders, and policy makers have a choice: invest into sustaining innovation or to look for new, less well understood disruptive innovations that will transform their markets and deliver breakthrough wealth creation. This paper attempts to address how and when to identify and exploit disruptive innovation.