Journal articles: 'The innovator’s dilemma'

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Abyad, Abdulrazak. "The Innovator’s Dilemma." Middle East Journal of Business 14, no. 2 (May 2019): 10–14. http://dx.doi.org/10.5742/mejb.2019.93649.

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WonSeokWoo. "Book Review: Estimating the Innovator’s Dilemma." Journal of New Industry and Business 36, no. 2 (December 2018): 49–62. http://dx.doi.org/10.30753/emr.2018.36.2.004.

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Schultz, Christian. "Theorie der disruptiven Innovation." WiSt - Wirtschaftswissenschaftliches Studium 48, no. 7-8 (2019): 4–11. http://dx.doi.org/10.15358/0340-1650-2019-7-8-4.

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Die Theorie der disruptiven Innovation erklärt, wie sich Branchen verändern und ausgerechnet erfolgreiche Unternehmen Gefahr laufen zu scheitern. Paradox ist, dass die Ursachen, warum ein Unternehmen Opfer des Innovator’s Dilemma werden kann, Managementpraktiken sind, die es erst erfolgreich machten. Veränderungen in der Branche bieten Chancen für neue Unternehmen Marktanteile zu gewinnen. Bestehende Unternehmen können sich durch eine offene Innovationskultur vor dem Scheitern wappnen. Wie können sich Unternehmen vor dem Innovator’s Dilemma schützen? Wie schaffen es Startups mit einer disruptiven Innovation erfolgreich zu sein? Die Theorie der disruptiven Innovation wird immer wieder als Erklärungsansatz für das Scheitern von Unternehmen bemüht. Jedoch sind Missverständnisse und Fehlinterpretationen der Theorie weitverbreitet.

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Clasen, Nicolas. "Lost in Disruption? Media Innovator’s Dilemma. Wie Medienunternehmen Technologiebrüche managen." MedienWirtschaft 10, no. 4 (2013): 38–47. http://dx.doi.org/10.15358/1613-0669-2013-4-38.

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Einen Blick auf die aktuelle Medienentwicklung wirft zuletzt Nicolas Clasen in einer exklusiv für die MW erstellten Kurzzusammenfassung seines vielbeachteten Buchs „Der digitale Tsunami: Das Innovator´s Dilemma der traditionellen Medienunternehmen“. In diesem Buch zeigt er, wie Google, Facebook, Amazon und Apple den deutschen Medienmarkt in den vergangenen zehn Jahren auf den Kopf gestellt haben. Sein Fazit: Die etablierten Medienunternehmen sollten sich auch im digitalen Kampffeld wieder stärker auf ihre Kernkompetenz besinnen: Exklusive und qualifizierte Inhalte.

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Benazzouz, Nizar M. "Innovator’s Dilemma: Review of the Main Responses to Disruptive Innovation." Journal of Intercultural Management 11, no. 1 (March 1, 2019): 105–24. http://dx.doi.org/10.2478/joim-2019-0005.

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Abstract Objective: This paper aims to summarize and discuss key findings in the literature around the main responses used by incumbents in order to anticipate or counter-attack disruptive up-starters and hence to partially or totally tackle the innovator’s dilemma. Methodology: The research method is based on critical and comparative literature review. Hence, by narrowing down the scope of studies papers using a multi-stage selection process, this paper discusses other scholars’ research and findings on the topic of disruption innovation and the directions well-established firms choose to avoid being disrupted. Findings: This paper enumerated some main strategies invoked in a finely selected literature advised for incumbents wiling to escape disruptive threats. It suggests that these strategies share a common exploitation/exploration basis but are implemented in distinct ways and have different impacts across the organization. It also discovered many missing parts in the literature that stand for interesting research opportunities. Value added: This literature review contributes to the current body of knowledge by providing an overview of the main incumbents’ responses to disruptive threats. It also identifies some current gaps in research and provides recommendations on how to close them. Recommendations: This paper builds on hitherto literature in order to present state-of-the art approaches to disrupt or resist disruption. It categorizes these responses into internal and external, and proactive vs. reactive. While these strategies are studied in different contexts and are labeled distinctly, this study proposes a common frame displaying a similar underlying purpose to all of them. It also provides some updated research avenues for scholars to inspect.

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Morais-Storz, Marta. "Book review: Lead and Disrupt: How to solve the Innovator’s Dilemma." Learning Organization 26, no. 4 (May 13, 2019): 442–44. http://dx.doi.org/10.1108/tlo-05-2019-235.

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Hemphill, Thomas A. "BOOK REVIEW: "Lead and Disrupt: How to Solve the Innovator’s Dilemma"." International Journal of Innovation Management 21, no. 03 (March 24, 2017): 1780001. http://dx.doi.org/10.1142/s1363919617800019.

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Hennessy, Michael A. "Revisiting Disruptive Technology and the Innovator’s Dilemma in the Age of Cybersecurity." Journal of Intelligence, Conflict, and Warfare 3, no. 3 (March 14, 2021): 95–97. http://dx.doi.org/10.21810/jicw.v3i3.2764.

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On November 23, 2020, Dr. Michael A. Hennessy presented on the topic of Revisiting Disruptive Technology and the Innovator’s Dilemma in the Age of Cybersecurity at the 2020 CASIS West Coast Security Conference. The presentation was followed by a moderated question and answer period. Key points of discussion included: the difficulties of embracing major technological change in modern military bureaucracies; how organisational culture is an impediment to change; and how leadership and management in military organisations is out of step with the pace of change.

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Denning, Stephen. "Christensen updates disruption theory." Strategy & Leadership 44, no. 2 (March 21, 2016): 10–16. http://dx.doi.org/10.1108/sl-01-2016-0005.

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Purpose – Recently, observers of the battle between incumbents and challengers have turned the field of disruptive innovation theory into contested territory. What strategies work for defenders and attackers? Design/methodology/approach – For an update the author asked the opinion of the world’s foremost authority, Harvard professor Clayton Christensen. Findings – According to Christensen, “We discovered that there are three types of innovations, only two of which we had caught in the [original] theory of disruption. Practical implications – The only permanent way out of the innovator’s dilemma is to change the game being played and adopt a new corporate focus in which innovation is a necessity, not an option. Originality/value – The article updates and broadens disruption theory. Disruption, as Christensen defines it, is a theory of competitive response.

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Igami, Mitsuru. "Estimating the Innovator’s Dilemma: Structural Analysis of Creative Destruction in the Hard Disk Drive Industry, 1981–1998." Journal of Political Economy 125, no. 3 (June 2017): 798–847. http://dx.doi.org/10.1086/691524.

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Shapenko, Andrey, Vladimir Korovkin, and Benoit Leleux. "ABBYY: the digitization of language and text." Emerald Emerging Markets Case Studies 8, no. 2 (June 22, 2018): 1–26. http://dx.doi.org/10.1108/eemcs-03-2017-0035.

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Subject area Entrepreneurship, Innovation Management, Bringing Technology to Market, International Growth Strategy from Emerging Markets, Russia, B2B Marketing. Study level/applicability MBA and executive education programs, technology management programs and electives. Case overview The case investigates the 20-years growth story of ABBYY, one of the most successful Russian technological companies in a global market. It covers the company’s roots, development of unique technology, evolution of products, market development and globalization and discusses a strategic threat from Google Translate to the company’s sustainable position and its business model. Expected learning outcomes The expected learning outcome is to discuss the key issues associated with establishing, growing and globalizing technology-driven business in an emerging market: bringing technology to market, defining customer value proposition, entering overseas markets from Russia, building partnerships, developing organizational structure to fit growth, financing rapid growth and solving “Innovator’s Dilemma”. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS 3: Entrepreneurship.

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Matarese, Giovanni, Luca Ramaglia, Luca Fiorillo, Gabriele Cervino, Floriana Lauritano, and Gaetano Isola. "Implantology and Periodontal Disease: The Panacea to Problem Solving?" Open Dentistry Journal 11, no. 1 (August 30, 2017): 460–65. http://dx.doi.org/10.2174/1874210601711010460.

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Introduction: The specialty of periodontology has changed dramatically in recent years. With the long-standing goal of retaining teeth in a functional and esthetical state, the periodontology has developed a high level of expertise in the regeneration of bone and connective tissues that support the teeth. However, periodontists have also joined maxillofacial surgeons as the primary providers of implant surgery. Methods: The tremendous innovations of periodontists induced also by the marketplace resulted in predictable periodontal treatment outcomes for most patients by the implants led to a dramatically different marketplace in which many patients with periodontitis can be treated by the implants rather than the traditional periodontal treatment. Results: The aim of this article is to focus on the innovator’s dilemma for periodontists today is that key elements of our rewarding contributions to dentistry in recent decades are unlikely to be part of a strong and rewarding future for the profession. Conclusions: With the intriguing role of the personalized medicine approach that integrates genomic and clinical information to predict a possible predisposition, we do not suggest a reduced role for periodontists in dental implant surgery but rather a more prominent role in complex cases to achieve surgical implant needs and proper reconstruction and long-term maintenance of the patient’s health.

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Magno, Francesca, Fabio Cassia, and Marta Maria Ugolini. "Accommodation prices on Airbnb: effects of host experience and market demand." TQM Journal 30, no. 5 (August 13, 2018): 608–20. http://dx.doi.org/10.1108/tqm-12-2017-0164.

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Purpose Accommodation sharing is a major trend shaping the hospitality industry, and Airbnb is the most prominent sharing platform driving this growth. While price convenience is reported as one of the main strengths of Airbnb accommodations, only a few studies have examined price determinants. In particular, it is unclear whether hosts dynamically adjust prices for shared accommodation based on their experience with price management and on the level of market demand. The purpose of this paper is to fill this gap by suggesting and testing a comprehensive hedonic pricing model. Design/methodology/approach Data from all 1,056 Airbnb listings for accommodations available in the city of Verona, Italy on four booking dates in 2016 are collected and analysed through regression analysis. Findings The results highlight that price is significantly related to the level of the host’s accumulated experience and the level of market demand on a specific booking date. The findings provide support for the ability of hosts to dynamically adjust prices for their accommodations. Practical implications Drawing on the innovator’s dilemma theory, this study suggests some strategies that traditional hotels may adopt to react to the disruptive nature of Airbnb. Originality/value This is one of the few studies to address hosts’ pricing strategies and specifically consider price adjustments owing to variations in host experience and market demand.

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Schweer Rayner, Cynthia, Camilla Thorogood, and Francois Bonnici. "VillageReach: innovating for improved health care at the “last mile”." Emerald Emerging Markets Case Studies 10, no. 4 (November 23, 2020): 1–33. http://dx.doi.org/10.1108/eemcs-10-2019-0262.

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Learning outcomes The learning outcomes are to understand the definition of public value and the strategic drivers behind public value creation, understand the nature of social innovation in the public sector, identify the critical opportunities and challenges involved in sustaining innovation in the public sector and identify the role that non-profit organizations can play in supporting and sustaining social innovation. Case overview/synopsis This case puts participants in the shoes of a global health innovator’s leadership team as the organization approaches a funding crisis. The organization, VillageReach, is on a quest to expand across the public health system of Mozambique and experiences a funding dilemma. The case reveals the challenges of working with governments to achieve large-scale, systemic change. It explores the conundrum of using international donor funding to embed new practices in government service delivery. Ultimately, it asks participants to choose between the pursuit of new, small-scale innovative projects and the large-scale rollout of a national programme. Complexity academic level This teaching case is written for courses focused on social entrepreneurship, social innovation and social change. It can also be used in courses focused on non-profit management and public sector innovation. Specifically, the teaching case is suitable for two audiences: social enterprise and non-profit managers focused on strategy, development and operations (the case focuses on an enterprise that relies primarily on donor funding) and health-care managers and administrators. Generally, the case is suitable for undergraduates in their final year of study as well as graduate-level business and public administration courses, including MBA, MPH, MPA, EMBA and Executive Education courses. Supplementary materials Teaching Notes are available for educators only. Subject code CSS 3: Entrepreneurship.

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Robbins, Peter, Colm O’Gorman, Anne Huff, and Kathrin Moeslein. "Multidexterity—A New Metaphor for Open Innovation." Journal of Open Innovation: Technology, Market, and Complexity 7, no. 1 (March 16, 2021): 99. http://dx.doi.org/10.3390/joitmc7010099.

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Open innovation will have an important role to play in recovering from the aftermath of the coronavirus and it has already made a crucial contribution. The prism of COVID-19 (“COVID” hereafter) has made more vivid both the complexity and unpredictability of managing innovation. This article considers why today’s open, intrinsically unpredictable business environments require updated theories for managing innovation. Concept formation lies at the heart of all social science progress and in this paper, we propose a new concept to accurately reflect the turbulence and complexity of managing open innovation in a post-COVID world. We argue that the innovator’s dilemma—a still influential argument that suggests exploiting current resources necessarily reduces the likelihood of successful exploration for new resources—is an increasingly problematic theoretic anchor. Furthermore, the prescription based on this line of thinking that organizational leaders should foster ambidextrous capabilities is increasingly suspect as leadership is more broadly shared and organizational processes become less easily dichotomized and controllable. We argue that the operating context for organizations is now so complex and ambiguous that it is time to revisit and revise the widely accepted concept of “ambidexterity” and we describe the updated and expanded construct as Multidexterity. “Multidexterity” is the organizational ability to simultaneously carry out multiple search and selection activities based on diverse strategic logics and levels of knowledge to generate a portfolio of innovative outcomes. We describe a number of case studies of extreme and unique collaboration to underpin our revised concept. Our paper reveals the advantages of the updated view, outlining the fresh insights it can generate. We conclude by setting out an agenda for future research and suggesting that joint empirical research by academics and practitioners is needed to further develop this approach to innovation.

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Harrison, Chris. "The HCI innovator's dilemma." Interactions 25, no. 6 (October 25, 2018): 26–33. http://dx.doi.org/10.1145/3274564.

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Dempsey, P. "The new innovator's dilemma." Engineering & Technology 6, no. 5 (June 1, 2011): 76–79. http://dx.doi.org/10.1049/et.2011.0507.

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Kornman, Kenneth S., and Donald Clem. "The “Innovator's Dilemma” for Periodontists." Journal of Periodontology 81, no. 5 (May 2010): 646–49. http://dx.doi.org/10.1902/jop.2010.100029.

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Durniak, A. "Books: The Innovator's Dilemma: 3.0." IEEE Spectrum 42, no. 4 (April 2005): 58–60. http://dx.doi.org/10.1109/mspec.2005.1413733.

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AKIIKE, Atsushi, and Shumpei IWAO. "Criticisms on “the Innovator's Dilemma” Being in a Dilemma." Annals of Business Administrative Science 14, no. 5 (2015): 231–46. http://dx.doi.org/10.7880/abas.14.231.

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Nicholas, Tom. "How History Shaped the Innovator's Dilemma." Business History Review 95, no. 1 (2021): 121–48. http://dx.doi.org/10.1017/s0007680520000537.

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In 1993, four years prior to the publication of Clayton Christensen's highly influential book, The Innovator's Dilemma, the Business History Review published an article by Christensen titled “The Rigid Disk Drive Industry: A History of Commercial and Technological Turbulence.” The article relates the theory of disruptive innovation to Alfred D. Chandler's work on large vertically integrated enterprises. It was published during a pivotal era of scholarship on innovation, management practice, and industry evolution, much of which used the history of firms, industries, and technologies to build theory. I survey the impact and critiques of Christensen's research agenda, highlighting how it illustrates where the boundaries associated with the “lessons of history” should be drawn.

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Scuotto, Veronica, and Sunil Shukla. "Being Innovator or ‘Imovator’: Current Dilemma?" Journal of the Knowledge Economy 9, no. 1 (December 21, 2015): 212–27. http://dx.doi.org/10.1007/s13132-015-0336-6.

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O’Reilly, Charles A., and Michael L. Tushman. "Ambidexterity as a dynamic capability: Resolving the innovator's dilemma." Research in Organizational Behavior 28 (January 2008): 185–206. http://dx.doi.org/10.1016/j.riob.2008.06.002.

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Yeadon-Lee, Annie. "Lead and disrupt – How to solve the innovator's dilemma." Action Learning: Research and Practice 15, no. 1 (December 19, 2017): 72–73. http://dx.doi.org/10.1080/14767333.2017.1414674.

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Henderson, Rebecca. "The Innovator's Dilemma as a Problem of Organizational Competence." Journal of Product Innovation Management 23, no. 1 (January 2006): 5–11. http://dx.doi.org/10.1111/j.1540-5885.2005.00175.x.

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Chakraborty, Vasundhara. "Book Review." Journal of Information Systems 27, no. 1 (June 1, 2013): 333–35. http://dx.doi.org/10.2308/isys-10334.

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CLAYTON M. CHRISTENSEN, The Innovator's Dilemma: The Revolutionary Book That Will Change the Way You Do Business. (New York, NY: Harper Business, 2011, ISBN-13: 978-0-06-052199-8, ISBN-10: 0-06-052199-6, 286 pages, $17.99).

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MEIRELLES, DIMÁRIA SILVA E. "EXPLORE AND EXPLOIT: HOW ORGANIZATIONS DEAL WITH THE INNOVATOR'S DILEMMA." Revista de Administração de Empresas 57, no. 3 (June 2017): 288–89. http://dx.doi.org/10.1590/s0034-759020170310.

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Appleyard, Melissa M., Clara Y. Wang, J. Alexander Liddle, and John Carruthers. "The innovator's non‐dilemma: the case of next‐generation lithography." Managerial and Decision Economics 29, no. 5 (July 2008): 407–23. http://dx.doi.org/10.1002/mde.1404.

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Cheh, John J. "Innovators Dilemma And An Association For Accounting Information Systems Educators." Review of Business Information Systems (RBIS) 4, no. 4 (October 1, 2000): 77–98. http://dx.doi.org/10.19030/rbis.v4i4.5415.

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Recently, there have been debates on whether it will be services to the accounting information systems (AIS) educators and the society if AIS educators form a new organization independent of American Accounting Association. As like any new discipline, AIS emerged from many existing disciplines, including accounting, computer science and information systems. Yet, different from their counterpart in industry, the leadership in accounting academics across the nation has been slow in embracing the new reality based on information technology and has the difficult time to make a smooth transition to restructure their old curriculum to the fast changing market places. Yet, the strong market demands for information technology graduates and declining enrollments in the traditional accounting programs across the nation provide an incentive for accounting educators in many institutions to rethink their long term strategy in surviving this tumultuous time and preparing for the challenging future ahead (Albrecht and Sack, 2000). Against this backdrop of radical changes, the new conferences for AIS educators held consecutively for two years (AIS Educator Conference, 1999, 2000) were devoted to the professional growth of AIS educators. And the conferences drew serious attention from AIS faculty, particularly, those who are interested in teaching practical and hands-on application-driven information technology (IT) to their students. In this paper, I examine various issues related to this idea of creating a new organization for AIS educators independent from AAA. First, I highlight the paradigm shift in accounting industry for the last three decades from the traditional accounting services to accounting and information systems (AIS) services. Then, I delve into exploring who AIS educators are. Once the AIS educators model is established, I examine the missions and purposes of two independent organizations: one is the existing AAA, and the other is one yet to be formed, a new organization for AIS educators. Once the differences and similarities between organizations missions and purposes are established, I examine the implications of creating the new AIS educators organization, using the findings from Christensens study (1997), and similar studies on the impact of innovative technology on organizational changes.

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Corso, Mariano, and Luisa Pellegrini. "Continuous and Discontinuous Innovation: Overcoming the Innovator Dilemma." Creativity and Innovation Management 16, no. 4 (December 2007): 333–47. http://dx.doi.org/10.1111/j.1467-8691.2007.00459.x.

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Birnbaum, Robert, Clayton M. Christensen, Clayton M. Christensen, and Michael E. Raynor. "The Innovator's Dilemma: When New Technologies Cause Great Firms to Fail." Academe 91, no. 1 (2005): 80. http://dx.doi.org/10.2307/40252749.

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Magill, M. K. "COMPELLED TO FAIL? THE INNOVATOR'S DILEMMA AND FAMILY MEDICINE RESIDENCY PROGRAMS." Annals of Family Medicine 3, no. 4 (July 1, 2005): 375–76. http://dx.doi.org/10.1370/afm.383.

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Choi, Yong In, and Byoung-Joo Kim. "Overcoming vested interests against innovation through political entrepreneurship: A comparative study of Korean mobility cases." Science and Public Policy 48, no. 3 (June 1, 2021): 412–22. http://dx.doi.org/10.1093/scipol/scab019.

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Abstract Technological innovators encounter resistance when vested interests organize collective actions to block progress and preserve their turfs. Some innovators make politically strategic and tactical choices to overcome such resistance, while others take different paths and fail. To identify factors enabling the successful management of resistance, this study reviews relevant theoretical concepts, examines and compares two recent Korean mobility cases, and discusses their policy implications. ‘Political entrepreneurship’ of innovators plays a critical role in enabling innovative newcomers overcome collective action by vested interests. Successful political entrepreneurship seeks compromises and win-win solutions. This paper adds to science, technology, and innovation literature by suggesting that policymakers should do what they can to encourage innovative newcomers to pursue ‘political entrepreneurship’ when they face seemingly insurmountable opposition. This study builds on Mancur Olson’s theory of collective action in the context of innovations studies, by adding ‘political entrepreneurship’ and broadening the scope for resolving the Olsonian dilemma.

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AHLSTROM, DAVID, and LINDA C. WANG. "GROUPTHINK AND THE INNOVATOR'S DILEMMA: FRANCE'S SUDDEN AND SHOCKING DEFEAT IN 1940." Academy of Management Proceedings 2007, no. 1 (August 2007): 1–7. http://dx.doi.org/10.5465/ambpp.2007.26518266.

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Kim, Sung Cheol, and Min Soo Shin. "A new approach for overcoming innovator's dilemma: the catastrophe matrix of self-disruption." Asian Journal of Technology Innovation 20, no. 1 (June 2012): 33–50. http://dx.doi.org/10.1080/19761597.2012.681433.

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Berglund, Henrik, and Christian Sandström. "A new perspective on the innovator's dilemma - exploring the role of entrepreneurial incentives." International Journal of Technology Management 75, no. 1/2/3/4 (2017): 142. http://dx.doi.org/10.1504/ijtm.2017.085692.

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Berglund, Henrik, and Christian Sandström. "A new perspective on the innovator's dilemma - exploring the role of entrepreneurial incentives." International Journal of Technology Management 75, no. 1/2/3/4 (2017): 142. http://dx.doi.org/10.1504/ijtm.2017.10006144.

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Imai, Junichi. "Markov Perfect Equilibrium, Discrete Choice Model and Innovator's dilemma under the Consumers' Preference Uncertainty." Journal of Real Options and Strategy 2 (2009): 65–87. http://dx.doi.org/10.12949/realopn.2.65.

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König, Andreas, Nadine Kammerlander, and Albrecht Enders. "The Family Innovator's Dilemma: How Family Influence Affects the Adoption of Discontinuous Technologies by Incumbent Firms." Academy of Management Review 38, no. 3 (July 2013): 418–41. http://dx.doi.org/10.5465/amr.2011.0162.

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Jullien, Nicolas, and Karine Roudaut. "Can Open Source projects succeed when the producers are not users? Lessons from the data processing field1." Management international 16 (September 20, 2012): 113–27. http://dx.doi.org/10.7202/1012397ar.

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Free/Libre Open Source Software (FLOSS) proposes an original way to solve the incentive dilemma for the production of information goods, based on von Hippel (1988)’s user-as-innovator principle: as users benefit from innovation, they have incentive to produce it, and as they can expect cumulative innovation on their own proposition, they have incentive to share it. But what is the incentive for producers when they are not users? We discuss this question via a qualitative study of FLOSS projects in “algorithm-based industries”. We find that in this case producers hardly participate in such projects.

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Snodgrass, Anthony. "Soft targets and no-win dilemmas: response to Dimitris Plantzos." Antiquity 85, no. 328 (May 2011): 629–30. http://dx.doi.org/10.1017/s0003598x00068022.

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Most of the opposition directed at the new AcropolisMuseum (herafter NAM), both beforeand since its opening in June 2009, has turned out to be politically motivated, mainly from the Left in Greece, mainly from the Right in Britain (the Daily Telegraph called it 'a hideous visitor centre in modern Athens'before it was even built [Wilson 2006]). Dimitris Plantzos comes at the museum from a different angle, but he too is determinedly on the attack. A first sign of this is his total silence about the protection and exhibition of the archaeological site underlying the museum, one of its major positive (and innovatory) features.

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Christensen, Clayton M. "The Opportunity and Threat of Disruptive Technologies." MRS Bulletin 27, no. 4 (April 2002): 278–82. http://dx.doi.org/10.1557/mrs2002.81.

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I am honored to be with you today. I will give context for where the puzzles developed that have led to the research that I summarized in the book The Innovator's Dilemma. Companies that at one point were very successful and widely admired, fell from their leadership position within 5 to 10 years. This was very poignant for minicomputer companies, for example, which collapsed after their peak in the world economy during the 1970s and 1980s. While the companies were thriving, the business press attributed their successes to the abilities of their management teams. However, when these companies began to quickly unravel around 1988, the business press attributed their failures to the ineptitude of the very same management teams that had been in place during the years of success. I wondered how good managers could get that bad that fast.

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Junglas, Iris. "On the usefulness and ease of use of location-based services: insights into the information system innovator's dilemma." International Journal of Mobile Communications 5, no. 4 (2007): 389. http://dx.doi.org/10.1504/ijmc.2007.012787.

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Chee, Florence M. "An Uber ethical dilemma: examining the social issues at stake." Journal of Information, Communication and Ethics in Society 16, no. 3 (August 13, 2018): 261–74. http://dx.doi.org/10.1108/jices-03-2018-0024.

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Purpose This paper aims to engage with the social issues emerging from the increasing reliance upon app-driven services, as they pertain to precarious labor and ethical standpoints in a digital era. Popular ride services such as Uber have been lauded for bringing much needed transportation services that are superior to expensive taxis or unpleasant or inaccessible public transit. Design/methodology/approach As a result of over three years of ongoing research and analysis, this paper is a comprehensive assessment of a number of social issues facing the integration of practices both signified and enacted in an economy driven by apps such as Uber. While these companies are indeed profitable, questions remain as to just how much of a panacea these practices actually herald. Findings Findings indicate that privatization and a lack of labor regulation may present a significant savings to the user, but full cost economics suggest that the social and environmental costs require consideration. Research limitations/implications The recommendations here refer to the ethical considerations forwarded in this paper and serve to open up dialog to further discuss the persistent issues facing a precarious future. Practical implications In terms of practical implications, there is a point of tension between governmental/regulatory bodies, disruptive innovators and users. Social implications Stakeholders of all stripes are scrambling to keep up with the pace and problematics of digital innovations and an inclusive critical dialog on app-driven services has yet to become a priority. Originality/value The original value of this analytical framework from a social justice perspective stands to catalyze action on a number of pervasive social issues surrounding digital ethics and policy.

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Hu, Xuhua, Bertha Ada Danso, Isaac Adjei Mensah, and Michael Addai. "Does Innovation Type Influence Firm Performance? A Dilemma of Star-Rated Hotels in Ghana." Sustainability 12, no. 23 (November 26, 2020): 9912. http://dx.doi.org/10.3390/su12239912.

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Innovation, which leads to process changes and product development, tends to increase the sustenance of companies and helps firms to expand faster and more effectively, eventually more profitably than non-innovators. Innovation is commonly seen as a key source of sustainable competitive advantage in a changing environment. However, the success of the hospitality industry relies a lot on how well they gear their innovations towards preserving the natural and cultural attractions that make tourist/customers to visit their destinations. This study, therefore, is empirically designed to explore how innovation types, which include process, product, marketing, and organizational innovation, impact performance of hotel firms in Ghana. With top-level managers being our target respondents, 680 star rated hotels were purposely sampled from the hospitality industry, among which 550 hotel firms provided valid and accurate responses. Data obtained from the survey through the administration of a well-structured questionnaire was analyzed through SPSS statistical package. Through the estimation of series of regression models using the Hierarchical regression method of analysis, we witnessed that process, product, marketing, and organizational innovation employed as innovation types have palpable and statistically significant liaison with performance of hotel firms in Ghana. We, therefore, conclude that, for hotels to achieve high firm performance, personnel within the firm should be encouraged and empowered to develop innovative mentalities and abilities. In addition, hotel firms and the industry at large should be abreast of current trends of sustainability and endeavor to gear their innovation operations towards a more sustainability-oriented firm since incorporating sustainable innovative strategies into firms’ operations will not only create a good image and reduce cost but would also safeguard the natural attractions that guests patronize.

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Salmond, Wendy. "Viktor Vasnetsov’s New Icons." Experiment 25, no. 1 (September 30, 2019): 131–44. http://dx.doi.org/10.1163/2211730x-12341334.

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Abstract This essay examines Russian artist Viktor Vasnetsov’s search for a new kind of prayer icon in the closing decades of the nineteenth century: a hybrid of icon and painting that would reconcile Russia’s historic contradictions and launch a renaissance of national culture and faith. Beginning with his icons for the Spas nerukotvornyi [Savior Not Made by Human Hands] Church at Abramtsevo in 1880-81, for two decades Vasnetsov was hailed as an innovator, the four icons he sent to the Paris “Exposition Universelle” of 1900 marking the culmination of his vision. After 1900, his religious painting polarized elite Russian society and was bitterly attacked in advanced art circles. Yet Vasnetsov’s new icons were increasingly linked with popular culture and the many copies made of them in the late Imperial period suggest that his hybrid image spoke to a generation seeking a resolution to the dilemma of how modern Orthodox worshippers should pray.

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Aliya Putri, Aghnia Nadhira, N. Nurlaela Arief, and Aurik Gustomo. "Assessing Competency and Sub-Competency for Pharmaceutical 4.0 – a Delphi Study." 12th GLOBAL CONFERENCE ON BUSINESS AND SOCIAL SCIENCES 12, no. 1 (October 8, 2021): 6. http://dx.doi.org/10.35609/gcbssproceeding.2021.12(6).

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In the Era of Industry 4.0, technology has a significant impact on how people live and work. The pharmaceutical sector is likely to face an "innovator dilemma" when dealing with the Fourth Industrial Revolution. Pharmaceutical employees should prepare to adopt technologies such as the Internet of Things (IoT), Artificial Intelligence (AI), Big Data, Robotic, 3-D printing (Baines et al., 2018). Even in the industry based on technology, companies' performance does not rely solely on technological expertise. Technology is not the most significant barrier to adopting the 4.0 Era, but organizational culture and employee readiness are the biggest challenges (Vuong et al., 2019). To survive in Industrial Era 4.0, having sufficient knowledge of technology's changes and speed is essential. Nevertheless, there is no doubt that specific low-skilled jobs will be eliminated (Dirican, 2015). Supposedly, the development of technology does not replace workers but instead increases efficiency in work. Note that the future workforce has a critical role to play in the success of factory innovation. Transformation in era 4.0 requires workforces to have good competence. Keywords: Competency, Sub-Competencies, Pharma 4.0, Delphi Study

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Graziano, K. "The innovator's dilemma: When new technologies cause great firms to fail by Clayton M. Christensen. Boston: Harvard Business School Press, 1997. 256 + xxiv pages. $27.50." Journal of Product Innovation Management 15, no. 1 (January 1998): 95–97. http://dx.doi.org/10.1016/s0737-6782(97)00073-8.

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UTTERBACK, JAMES M., and HAPPY J. ACEE. "DISRUPTIVE TECHNOLOGIES: AN EXPANDED VIEW." International Journal of Innovation Management 09, no. 01 (March 2005): 1–17. http://dx.doi.org/10.1142/s1363919605001162.

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The term "disruptive technology" as coined by Christensen (1997, The Innovator's Dilemma; How New Technologies Cause Great Firms to Fail. Harvard Business School Press) refers to a new technology having lower cost and performance measured by traditional criteria, but having higher ancillary performance. Christensen finds that disruptive technologies may enter and expand emerging market niches, improving with time and ultimately attacking established products in their traditional markets. This conception, while useful, is also limiting in several important ways. By emphasising only "attack from below" Christensen ignores other discontinuous patterns of change, which may be of equal or greater importance (Utterback, 1994, Mastering the Dynamics of Innovation. Harvard Business School Press; Acee, 2001, SM Thesis, Massachusetts Institute of Technology). Further, the true importance of disruptive technology, even in Christensen's conception of it is not that it may displace established products. Rather, it is a powerful means for enlarging and broadening markets and providing new functionality. In Christensen's theory of disruptive technology, the establishment of a new market segment acts to channel the new product to the leading edge of the market or the early adopters. Once the innovation reaches the early to late majority of users it begins to compete with the established product in its traditional market. Here we present an alternative scenario in which a higher performing and higher priced innovation is introduced into the most demanding established market segments and later moves towards the mass market.

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Cui, Yu, Hao Jiao, and Jin Chen. "Critical review of: Lead and disrupt: How to solve the innovator's dilemma. Charles A. O’ Reilly III and Michael L. Tushman, Stanford University Press, Stanford, California (2016)." Technological Forecasting and Social Change 152 (March 2020): 119881. http://dx.doi.org/10.1016/j.techfore.2019.119881.

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Journal articles on the topic 'The innovator’s dilemma'

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