Sony can be considered a market disruptor in several ways:
1. Sony repeatedly entered new markets by developing innovative, portable consumer electronics products like the transistor radio, portable TV, and Walkman that appealed to new customer segments rather than competing directly with existing products.
2. Sony targeted customers who could not previously afford or access the functionality their products provided (like teenagers) rather than existing customers of larger products.
3. Sony's portable products disrupted existing markets for non-portable electronics and created new "on-the-go" customer needs and behaviors.
So in summary, Sony disrupted markets through radical product innovation that opened up new market spaces and customer segments, rather than sustaining existing technologies or competing directly with
This document provides an overview of a session on basic innovation concepts and the history of innovation theory. It discusses early thinkers like Schumpeter who viewed entrepreneurs as the drivers of innovation through "creative destruction". It also outlines models of technology cycles and dominant design. Later sections describe the rise of dedicated R&D departments in the 1950s and innovation diffusion research in the 1960s which examined how new ideas spread through social systems over time. The document is intended to give context on the major themes and theorists that have shaped the field of innovation management.
An analysis of the common characteristics of 35 innovators who has been chosen by Harvard, to know what are the common traits they possess so they became successful.
Zero Time is a conceptual architecture for 21st century enterprises that focuses on achieving instantaneous execution through five key disciplines: 1) zero-value gaps to maximize value for each customer individually, 2) zero learning gaps to continuously learn and convert knowledge into customer value, 3) zero-management gaps that empower all employees to complete any task, 4) zero-process gaps with no obstacles to performing tasks, and 5) zero-inclusion gaps. Leading companies are demonstrating characteristics of Zero Time organizations through innovations like instant customer service, just-in-time inventory, and virtual integration across the supply chain.
CEFPI Midwest: Steve Turckes/Joe ConnellMelanie Kahl
This document discusses the design of a new workspace for IDEO, an innovation and design firm. It outlines key values that should be reflected in the design such as fostering a studio culture, balancing private and public spaces, and encouraging spontaneity and collaboration. Activities that define IDEO's culture are analyzed and translated into spatial implications. The design process is discussed in terms of flexibility, adaptability and allowing unintended ideas and accidents to occur naturally. The goal is to create a space that supports IDEO's culture of creativity and innovation over the long term without being too prescriptive.
This document discusses how startups can successfully scale by understanding and harnessing natural laws and forces. It argues that startups must build a strong foundation and design their organization to handle growth, just as scientists understood laws of nature to enable technologies like spaceflight. Startups should view scaling as a multi-stage process and prepare their culture, processes and leadership for the challenges of each growth phase to avoid common causes of failure like inadequate communication or an inability to adapt. Understanding timeless principles that drive success, like those in Greiner's model of organizational growth, can help startups scale sustainably.
Ten observations, provocations, and questions on design and innovation - presentation by Tim Leberecht, frog design, at Re:Publica, Berlin, April 15, 2010
Innovation And How To Have Your Own Inhouse Creative Innovation TeamArindom Borah
Corporate innovation is essential for business growth and competitiveness. Innovation allows companies to improve existing products and services or develop new ones at lower costs. It also helps companies stay ahead of competitors. There are various ways companies can foster innovation, such as establishing innovation departments and giving creative employees freedom to experiment. Management support is also crucial for innovation to thrive. Unless companies make innovation a priority, they risk falling behind competitors in today's rapidly changing business environment.
This document provides an overview of a session on basic innovation concepts and the history of innovation theory. It discusses early thinkers like Schumpeter who viewed entrepreneurs as the drivers of innovation through "creative destruction". It also outlines models of technology cycles and dominant design. Later sections describe the rise of dedicated R&D departments in the 1950s and innovation diffusion research in the 1960s which examined how new ideas spread through social systems over time. The document is intended to give context on the major themes and theorists that have shaped the field of innovation management.
An analysis of the common characteristics of 35 innovators who has been chosen by Harvard, to know what are the common traits they possess so they became successful.
Zero Time is a conceptual architecture for 21st century enterprises that focuses on achieving instantaneous execution through five key disciplines: 1) zero-value gaps to maximize value for each customer individually, 2) zero learning gaps to continuously learn and convert knowledge into customer value, 3) zero-management gaps that empower all employees to complete any task, 4) zero-process gaps with no obstacles to performing tasks, and 5) zero-inclusion gaps. Leading companies are demonstrating characteristics of Zero Time organizations through innovations like instant customer service, just-in-time inventory, and virtual integration across the supply chain.
CEFPI Midwest: Steve Turckes/Joe ConnellMelanie Kahl
This document discusses the design of a new workspace for IDEO, an innovation and design firm. It outlines key values that should be reflected in the design such as fostering a studio culture, balancing private and public spaces, and encouraging spontaneity and collaboration. Activities that define IDEO's culture are analyzed and translated into spatial implications. The design process is discussed in terms of flexibility, adaptability and allowing unintended ideas and accidents to occur naturally. The goal is to create a space that supports IDEO's culture of creativity and innovation over the long term without being too prescriptive.
This document discusses how startups can successfully scale by understanding and harnessing natural laws and forces. It argues that startups must build a strong foundation and design their organization to handle growth, just as scientists understood laws of nature to enable technologies like spaceflight. Startups should view scaling as a multi-stage process and prepare their culture, processes and leadership for the challenges of each growth phase to avoid common causes of failure like inadequate communication or an inability to adapt. Understanding timeless principles that drive success, like those in Greiner's model of organizational growth, can help startups scale sustainably.
Ten observations, provocations, and questions on design and innovation - presentation by Tim Leberecht, frog design, at Re:Publica, Berlin, April 15, 2010
Innovation And How To Have Your Own Inhouse Creative Innovation TeamArindom Borah
Corporate innovation is essential for business growth and competitiveness. Innovation allows companies to improve existing products and services or develop new ones at lower costs. It also helps companies stay ahead of competitors. There are various ways companies can foster innovation, such as establishing innovation departments and giving creative employees freedom to experiment. Management support is also crucial for innovation to thrive. Unless companies make innovation a priority, they risk falling behind competitors in today's rapidly changing business environment.
webinary_Web2Learn_oferta współpracy dla szkoleniowcówAndrzej Adamczyk
Oferujemy współpracę przy realizacji szkoleń i prezentacji online, zwanych webinarami.
Webinary, to nowoczesna, prosta, bardzo wygodna i opłacalna forma realizacji szkoleń za pośrednictwem internetu. W odróżnieniu od e-learningu, proces nauczania/szkolenia odbywa się w czasie rzeczywistym (na żywo), z jednoczesnym udziałem szkoleniowca i uczestników.
Webinary mogą stanowić dodatkowy element szkoleń tradycyjnych (jako ich uzupełnienie, lub np. jako narzędzie do realizacji tzw. „follow-up” po szkoleniu), mogą też stać się niezależną pozycją szkoleniową w Państwa ofercie.
Kampania społeczna Damy Rady promowała wybory do czwartej kadencji Rad Okręgów w Toruniu, które odbyły się
w dniach 17 października - 13 listopada 2012 roku. Była to największa kampania społeczna dotycząca
funkcjonowania samorządu w Toruniu.
Prowadziła ją fundacja Pracownia Zrównoważonego Rozwoju we współpracy z Biurem Rady Miasta Torunia.
Kampania została sfinansowana w całości ze środków Funduszu Inicjatyw Obywatelskich i zasobów PZR.
A empresa de tecnologia anunciou um novo smartphone com câmera aprimorada, tela maior e bateria de longa duração por um preço acessível. O dispositivo tem como objetivo atrair mais consumidores em mercados emergentes com suas especificações equilibradas e preço baixo. Analistas esperam que as melhorias e o preço baixo impulsionem as vendas do novo aparelho.
Do female students have higher motivation than male studentsfaridnazman
This document provides an author biography and abstract for a research paper. The author bio introduces R. Narayanan as an English lecturer in India who holds various degrees related to English literature, linguistics, and teaching English as a foreign language. The research paper abstract indicates that the study examines gender differences in motivation factors for learning English as a second language among engineering students in India. It focuses on integrative, instrumental, intrinsic and resultative motivation factors with respect to gender.
Photoshop 7/7 CE. Korekcja i separacja. Vademecum profesjonalistyWydawnictwo Helion
Dodaj życia swoim obrazom!
Praktyczna i prosta, oparta na liczbach metoda korekcji pozwala profesjonalnie przygotować obrazy do druku. Korzystają z niej zawodowi retuszerzy, artyści fotograficy i graficy komputerowi. Choć w książce tej oprócz podstawowych metod omówiono w szczególności wiele zaawansowanych technik korekcji, to wszystkie przykłady są objaśniane w sposób logiczny i zrozumiały nawet dla początkujących. To wydanie, gruntownie przeredagowane i poszerzone, przeznaczone jest dla użytkowników wszystkich wersji Photoshopa z wersją 7 włącznie. Zgodnie z tradycją tej serii znajdziesz tu zupełnie nowe, nigdzie jeszcze nie publikowane metody edycji obrazów.
Oprócz ponadczasowej metody edycji obrazu za pomocą krzywych, w książce znajdziesz omówienie następujących tematów:
* korekcja obrazów w LAB,
* wydobywanie szczegółów z najważniejszych obszarów zdjęcia,
* precyzyjne sterowanie wyostrzeniem,
* podnoszenie kontrastu z pomocą mieszania kanałów,
* kluczowa rola wyciągu czerni,
* mieszanie w trybie Luminosity (Jasność),
* poprawianie beznadziejnych zdjęć za pomocą indywidualnie utworzonych profili,
* nowa, rewolucyjna metoda korekcji zdjęć twarzy,
* sterowanie wszystkimi aspektami procesu separacji,
* wykorzystanie niechcianego koloru,
* usuwanie niezawinionych przez fotografa wad zdjęcia.
Do książki dołączony jest CD-ROM z obrazami wykorzystywanymi w ćwiczeniach oraz dodatkowymi materiałami instruktażowymi.
"To bez dwóch zdań najlepszy przewodnik po korekcji koloru. Korekcja oparta na liczbach jest nieocenioną pomocą dla wszystkich, którzy zajmują się komercyjnym wykorzystaniem fotografii, a szczególnie cenna staje się wtedy, gdy mamy do czynienia z przeznaczoną do druku fotografią cyfrową. To książka, którą będziesz czytać wiele, wiele razy."
Lee Varis, Digital Photography for Graphic Designers
Pobierz dodatkowy rozdział o usuwaniu mory.
This provides an overview of core principles of Web 2.0/Social Computing systems and how organizations can learn from them through technology deployment, community creation, and application of the social computing principles in development of traditional enterprise systems.
The Next Big Thing is Web 3.0. Catch It If You Can Judy O'Connell
The best minds on our planet are suggesting that the Internet will continue to be arguably the most influential invention of our time. We are in the midst of a highly dynamic and dramatically changing landscape. Where Web 1.0 made us consumers of information, Web 2.0 allowed us to be participators and creators. Web 3.0 and the Semantic Web technologies are beginning to play a larger and more significant role in the search and filtering of the content fire hose that teachers and students encounter each day. How will the semantic web influence our learning and teaching encounters on the web? What is the connection between meaning and data? Will search or discovery be the main driving force in the 3.0 information revolution? How will information and knowledge creation in a semantic-powered online world develop? This session will draw on Semantic Web research and developments and show how connecting, collaborating and networking in a Web 3.0 world is changing the ground-rules once again.
A review of contemporary innovation a schumpeterian perspectiveMahdi Khobreh
The document summarizes three schools of thought on innovation from an economic, social, and cultural perspective:
1. The capability school views innovation from an economic perspective, seeing it as an institutionalized capability within firms characterized by routines like operating, investment, and search routines. Innovation is evaluated based on whether the expected costs are exceeded by the expected revenues.
2. The corporate entrepreneurial school takes a social perspective, seeing grassroots initiatives and an engaging process among many actors as driving innovation within firms. Identity-based relationships and authentic voices from various levels are important.
3. The cultural school focuses on a cultural view of innovation as deep craft, rooted in intergenerational relationships and affective identification. True innovation
A review of contemporary innovation a schumpeterian perspectiveMahdi Khobreh
The document summarizes three schools of thought on innovation from an economic, social, and cultural perspective:
1. The capability school views innovation from an economic perspective, seeing it as an institutionalized capability within firms characterized by routines like operating, investment, and search routines. Innovation is evaluated based on whether the expected costs are exceeded by the expected revenues.
2. The corporate entrepreneurial school takes a social perspective, seeing grassroots initiatives and an engaging process among many actors as driving innovation within firms. Identity-based relationships and authentic voices from various levels are important.
3. The cultural school focuses on a cultural view of innovation as deep craft, rooted in intergenerational relationships, affective identification, and a
A review of contemporary innovation a schumpeterian perspectiveMahdi Khobreh
- The document discusses three perspectives on innovation - the capability school, corporate entrepreneurial school, and cultural school.
- The capability school views innovation from an economic perspective, focusing on routines, evaluation of costs/benefits, and affiliated institutions.
- The corporate entrepreneurial school emphasizes a social perspective where grassroots initiatives and identity-based relationships drive innovation.
- The cultural school sees innovation as a cultural phenomenon, where deep craft, intergenerational relationships, and a deep sense of temporality are key.
This document outlines the plan and materials for a lecture on entrepreneurs, innovation, and creativity. The lecture will include discussions of articles and student presentations on entrepreneurs. Key topics that will be covered include defining who entrepreneurs are, the relationship between entrepreneurship and innovation, and what creativity means in an entrepreneurial context. Students will be assigned to research and present on specific entrepreneurs. The lecture will also discuss theories of innovation, such as Kondratiev waves, Schumpeter's S-curves, Drucker's seven sources of innovation, and Rogers' diffusion of innovation.
This document summarizes the key ideas of pragmatism and institutionalism. It discusses the views of early pragmatists like Peirce, James, and Dewey, as well as institutionalist thinkers like Veblen and Polanyi. Some of the main points covered include Veblen's concepts of conspicuous consumption and sabotage, Polanyi's notion of the double movement by which societies protect themselves from the destructive effects of unfettered markets, and his view that different societies develop different varieties of capitalism through re-embedding markets in different ways.
This document provides an overview of innovation systems and lessons learned. It discusses key concepts around innovation including the differences between invention and innovation. It describes national systems of innovation and how they are conceptualized. Modes of knowledge production such as Mode 1 and Mode 2 are examined. The Triple Helix model of university-industry-government interactions is also summarized. The document concludes by looking at science and technology perspectives in development policy.
Session 1 innovation and its global impact on economyAnne CASATI
Anne Casati is an affiliate professor at Grenoble Ecole de Management who focuses on innovation management, organizational change, and entrepreneurship. She is the founder and owner of Ressource-Conseil, a firm that provides strategic management consulting. This session will cover interactions between science, technology, markets, and organizations in shaping innovation programs and strategies. Students will learn how to analyze market and technology dynamics, incorporate innovation into strategic planning, and promote innovation within organizations. The course will use experiential learning methods like simulations and personality assessments.
This document summarizes key topics from an introduction to entrepreneurship theory lecture:
1) Entrepreneurship is discussed from different perspectives including opportunity recognition and value creation. No single accepted theory of entrepreneurship exists.
2) Major contributors to entrepreneurship theory are discussed, including Schumpeter's theory of creative destruction and Knight's view of entrepreneurs bearing uncertainty.
3) Core themes in entrepreneurship research are identified as uncertainty, innovation, opportunity recognition, and firm creation. Entrepreneurship draws from many fields without a unified theory.
1. What Will a Future Without Secrets Look LikeView the TED Tal.docxambersalomon88660
1. What Will a Future Without Secrets Look Like?
View the TED Talks presentation "What Will a Future Without Secrets Look Like?" by Acquisti, from YouTube. Refer to this video when completing Topic 3 DQ2.
https://www.youtube.com/watch?v=H_pqhMO3ZSY
In a TED Talks presentation, speaker Alessandro Acquisti discusses what motivates an individual to share their personal information online. Do you think that the line between public and private has become blurred over time? Why or why not?
BUSINESS 317 CLASS
Organizational Behavior
Whole Foods Case Study Questions
Review the Whole Foods Case Study (pp. 1-6) and answer the questions connected to Chapters 13 and 14 as listed below. Responses to each question should be 250 words. Your paper should reflect scholarly writing and current APA standards (12 point Times New Roman font, double-spacing, 1" margins, title and reference pages). Be sure to use the text and/or other sources to support your responses and properly cite the use of such.
1.Analyze and discuss the effects of the democratic approach on store operations and on newly hired employees. (Ch 13)
2.Whole Foods now faces a significant amount of competition. How should it respond to the changes in the competitive landscape of its industry? What future challenges do you envision for Whole Foods market? (Ch 14)
RESPOND TO EACH STUDENT 100 WORDS EACH
Blake Robicheaux
RE: WEEK 7 MICHELLE
Top of Form
Hey Michelle.
I've also worked in industries where it was required to have an approved change management plan. It was a headache to do it for every little change sometimes, but I can see that it was necessary to have individuals plan their work and make it known to others what they were going to do. Having others included in the change process is incredibly important as there could be unconsidered items that will affect everyone. Especially in manufacturing, there are processes that must be considered because there is power requirements, safety issues, heavy equipment, etc. There could be a lot of dangerous things that can happen in that industry if there isn't an appropriate management of change.
Winifred Lewis
Week 7 Discussion
Top of Form
The elements to examine to determine if a fast or slow method works better for change depends if there is a continuous issue that creates significant harm. Urgency, the degree of support, competitive environment, knowledge and skills and financial and other resources are considered for a faster approach. Amount and complexity of change are limited and easy, a faster pace is generally utilized; however, if the change is substantial, there is a possibility that additional time is needed.
The top-down style is utilized when the change, plans, and beginning proceeds without participation from those below them. The participatory style change leaders search for information from those below them and utilize several of their ideas. The participatory style is utilized in a high-involvement organization. Parti.
This document introduces creativity and discusses ways to generate new ideas. It begins by defining creativity and dispelling common myths. The three main barriers to creativity are identified as social environment, physical environment, and cultural barriers. It then introduces the SCAMPER technique for generating ideas, which involves substituting, combining, adapting, modifying, putting to another use, eliminating, or reversing existing ideas. The document provides references for further information on developing creativity and innovation.
1) The analytical framework of National Systems of Innovation is built upon two prominent economic theories: evolutionary theory and institutional theory.
2) Evolutionary economics views innovation as an evolutionary and social process and sees the economy as an ever-changing non-equilibrium system shaped by internal transformations.
3) Schumpeter was a leading proponent of evolutionary economics and viewed entrepreneurship and technological innovation as the main drivers of economic development and change through a process of "creative destruction".
This document summarizes a lecture on the history of thinking about innovation. It covers perspectives from the 1930s to present. Key topics discussed include Schumpeter's view of innovation and entrepreneurship, the development of R&D departments in the 1950s, innovation diffusion models from the 1960s, national innovation strategies in the 1970s, innovation as a professional discipline in the 1980s, open and collaborative innovation systems of the 1990s/2000s. The lecture provides an overview of major theories and case studies within the evolution of innovation management thinking.
Technology Enabled Business TransformationMikkel Brahm
Findings from my PhD and professional experience as an Enterprise Architect on how we can guide transformation of businesses, and development of enabling technological solutions.
Presented at IT University, Copenhagen, Oct. 4 2019.
webinary_Web2Learn_oferta współpracy dla szkoleniowcówAndrzej Adamczyk
Oferujemy współpracę przy realizacji szkoleń i prezentacji online, zwanych webinarami.
Webinary, to nowoczesna, prosta, bardzo wygodna i opłacalna forma realizacji szkoleń za pośrednictwem internetu. W odróżnieniu od e-learningu, proces nauczania/szkolenia odbywa się w czasie rzeczywistym (na żywo), z jednoczesnym udziałem szkoleniowca i uczestników.
Webinary mogą stanowić dodatkowy element szkoleń tradycyjnych (jako ich uzupełnienie, lub np. jako narzędzie do realizacji tzw. „follow-up” po szkoleniu), mogą też stać się niezależną pozycją szkoleniową w Państwa ofercie.
Kampania społeczna Damy Rady promowała wybory do czwartej kadencji Rad Okręgów w Toruniu, które odbyły się
w dniach 17 października - 13 listopada 2012 roku. Była to największa kampania społeczna dotycząca
funkcjonowania samorządu w Toruniu.
Prowadziła ją fundacja Pracownia Zrównoważonego Rozwoju we współpracy z Biurem Rady Miasta Torunia.
Kampania została sfinansowana w całości ze środków Funduszu Inicjatyw Obywatelskich i zasobów PZR.
A empresa de tecnologia anunciou um novo smartphone com câmera aprimorada, tela maior e bateria de longa duração por um preço acessível. O dispositivo tem como objetivo atrair mais consumidores em mercados emergentes com suas especificações equilibradas e preço baixo. Analistas esperam que as melhorias e o preço baixo impulsionem as vendas do novo aparelho.
Do female students have higher motivation than male studentsfaridnazman
This document provides an author biography and abstract for a research paper. The author bio introduces R. Narayanan as an English lecturer in India who holds various degrees related to English literature, linguistics, and teaching English as a foreign language. The research paper abstract indicates that the study examines gender differences in motivation factors for learning English as a second language among engineering students in India. It focuses on integrative, instrumental, intrinsic and resultative motivation factors with respect to gender.
Photoshop 7/7 CE. Korekcja i separacja. Vademecum profesjonalistyWydawnictwo Helion
Dodaj życia swoim obrazom!
Praktyczna i prosta, oparta na liczbach metoda korekcji pozwala profesjonalnie przygotować obrazy do druku. Korzystają z niej zawodowi retuszerzy, artyści fotograficy i graficy komputerowi. Choć w książce tej oprócz podstawowych metod omówiono w szczególności wiele zaawansowanych technik korekcji, to wszystkie przykłady są objaśniane w sposób logiczny i zrozumiały nawet dla początkujących. To wydanie, gruntownie przeredagowane i poszerzone, przeznaczone jest dla użytkowników wszystkich wersji Photoshopa z wersją 7 włącznie. Zgodnie z tradycją tej serii znajdziesz tu zupełnie nowe, nigdzie jeszcze nie publikowane metody edycji obrazów.
Oprócz ponadczasowej metody edycji obrazu za pomocą krzywych, w książce znajdziesz omówienie następujących tematów:
* korekcja obrazów w LAB,
* wydobywanie szczegółów z najważniejszych obszarów zdjęcia,
* precyzyjne sterowanie wyostrzeniem,
* podnoszenie kontrastu z pomocą mieszania kanałów,
* kluczowa rola wyciągu czerni,
* mieszanie w trybie Luminosity (Jasność),
* poprawianie beznadziejnych zdjęć za pomocą indywidualnie utworzonych profili,
* nowa, rewolucyjna metoda korekcji zdjęć twarzy,
* sterowanie wszystkimi aspektami procesu separacji,
* wykorzystanie niechcianego koloru,
* usuwanie niezawinionych przez fotografa wad zdjęcia.
Do książki dołączony jest CD-ROM z obrazami wykorzystywanymi w ćwiczeniach oraz dodatkowymi materiałami instruktażowymi.
"To bez dwóch zdań najlepszy przewodnik po korekcji koloru. Korekcja oparta na liczbach jest nieocenioną pomocą dla wszystkich, którzy zajmują się komercyjnym wykorzystaniem fotografii, a szczególnie cenna staje się wtedy, gdy mamy do czynienia z przeznaczoną do druku fotografią cyfrową. To książka, którą będziesz czytać wiele, wiele razy."
Lee Varis, Digital Photography for Graphic Designers
Pobierz dodatkowy rozdział o usuwaniu mory.
This provides an overview of core principles of Web 2.0/Social Computing systems and how organizations can learn from them through technology deployment, community creation, and application of the social computing principles in development of traditional enterprise systems.
The Next Big Thing is Web 3.0. Catch It If You Can Judy O'Connell
The best minds on our planet are suggesting that the Internet will continue to be arguably the most influential invention of our time. We are in the midst of a highly dynamic and dramatically changing landscape. Where Web 1.0 made us consumers of information, Web 2.0 allowed us to be participators and creators. Web 3.0 and the Semantic Web technologies are beginning to play a larger and more significant role in the search and filtering of the content fire hose that teachers and students encounter each day. How will the semantic web influence our learning and teaching encounters on the web? What is the connection between meaning and data? Will search or discovery be the main driving force in the 3.0 information revolution? How will information and knowledge creation in a semantic-powered online world develop? This session will draw on Semantic Web research and developments and show how connecting, collaborating and networking in a Web 3.0 world is changing the ground-rules once again.
A review of contemporary innovation a schumpeterian perspectiveMahdi Khobreh
The document summarizes three schools of thought on innovation from an economic, social, and cultural perspective:
1. The capability school views innovation from an economic perspective, seeing it as an institutionalized capability within firms characterized by routines like operating, investment, and search routines. Innovation is evaluated based on whether the expected costs are exceeded by the expected revenues.
2. The corporate entrepreneurial school takes a social perspective, seeing grassroots initiatives and an engaging process among many actors as driving innovation within firms. Identity-based relationships and authentic voices from various levels are important.
3. The cultural school focuses on a cultural view of innovation as deep craft, rooted in intergenerational relationships and affective identification. True innovation
A review of contemporary innovation a schumpeterian perspectiveMahdi Khobreh
The document summarizes three schools of thought on innovation from an economic, social, and cultural perspective:
1. The capability school views innovation from an economic perspective, seeing it as an institutionalized capability within firms characterized by routines like operating, investment, and search routines. Innovation is evaluated based on whether the expected costs are exceeded by the expected revenues.
2. The corporate entrepreneurial school takes a social perspective, seeing grassroots initiatives and an engaging process among many actors as driving innovation within firms. Identity-based relationships and authentic voices from various levels are important.
3. The cultural school focuses on a cultural view of innovation as deep craft, rooted in intergenerational relationships, affective identification, and a
A review of contemporary innovation a schumpeterian perspectiveMahdi Khobreh
- The document discusses three perspectives on innovation - the capability school, corporate entrepreneurial school, and cultural school.
- The capability school views innovation from an economic perspective, focusing on routines, evaluation of costs/benefits, and affiliated institutions.
- The corporate entrepreneurial school emphasizes a social perspective where grassroots initiatives and identity-based relationships drive innovation.
- The cultural school sees innovation as a cultural phenomenon, where deep craft, intergenerational relationships, and a deep sense of temporality are key.
This document outlines the plan and materials for a lecture on entrepreneurs, innovation, and creativity. The lecture will include discussions of articles and student presentations on entrepreneurs. Key topics that will be covered include defining who entrepreneurs are, the relationship between entrepreneurship and innovation, and what creativity means in an entrepreneurial context. Students will be assigned to research and present on specific entrepreneurs. The lecture will also discuss theories of innovation, such as Kondratiev waves, Schumpeter's S-curves, Drucker's seven sources of innovation, and Rogers' diffusion of innovation.
This document summarizes the key ideas of pragmatism and institutionalism. It discusses the views of early pragmatists like Peirce, James, and Dewey, as well as institutionalist thinkers like Veblen and Polanyi. Some of the main points covered include Veblen's concepts of conspicuous consumption and sabotage, Polanyi's notion of the double movement by which societies protect themselves from the destructive effects of unfettered markets, and his view that different societies develop different varieties of capitalism through re-embedding markets in different ways.
This document provides an overview of innovation systems and lessons learned. It discusses key concepts around innovation including the differences between invention and innovation. It describes national systems of innovation and how they are conceptualized. Modes of knowledge production such as Mode 1 and Mode 2 are examined. The Triple Helix model of university-industry-government interactions is also summarized. The document concludes by looking at science and technology perspectives in development policy.
Session 1 innovation and its global impact on economyAnne CASATI
Anne Casati is an affiliate professor at Grenoble Ecole de Management who focuses on innovation management, organizational change, and entrepreneurship. She is the founder and owner of Ressource-Conseil, a firm that provides strategic management consulting. This session will cover interactions between science, technology, markets, and organizations in shaping innovation programs and strategies. Students will learn how to analyze market and technology dynamics, incorporate innovation into strategic planning, and promote innovation within organizations. The course will use experiential learning methods like simulations and personality assessments.
This document summarizes key topics from an introduction to entrepreneurship theory lecture:
1) Entrepreneurship is discussed from different perspectives including opportunity recognition and value creation. No single accepted theory of entrepreneurship exists.
2) Major contributors to entrepreneurship theory are discussed, including Schumpeter's theory of creative destruction and Knight's view of entrepreneurs bearing uncertainty.
3) Core themes in entrepreneurship research are identified as uncertainty, innovation, opportunity recognition, and firm creation. Entrepreneurship draws from many fields without a unified theory.
1. What Will a Future Without Secrets Look LikeView the TED Tal.docxambersalomon88660
1. What Will a Future Without Secrets Look Like?
View the TED Talks presentation "What Will a Future Without Secrets Look Like?" by Acquisti, from YouTube. Refer to this video when completing Topic 3 DQ2.
https://www.youtube.com/watch?v=H_pqhMO3ZSY
In a TED Talks presentation, speaker Alessandro Acquisti discusses what motivates an individual to share their personal information online. Do you think that the line between public and private has become blurred over time? Why or why not?
BUSINESS 317 CLASS
Organizational Behavior
Whole Foods Case Study Questions
Review the Whole Foods Case Study (pp. 1-6) and answer the questions connected to Chapters 13 and 14 as listed below. Responses to each question should be 250 words. Your paper should reflect scholarly writing and current APA standards (12 point Times New Roman font, double-spacing, 1" margins, title and reference pages). Be sure to use the text and/or other sources to support your responses and properly cite the use of such.
1.Analyze and discuss the effects of the democratic approach on store operations and on newly hired employees. (Ch 13)
2.Whole Foods now faces a significant amount of competition. How should it respond to the changes in the competitive landscape of its industry? What future challenges do you envision for Whole Foods market? (Ch 14)
RESPOND TO EACH STUDENT 100 WORDS EACH
Blake Robicheaux
RE: WEEK 7 MICHELLE
Top of Form
Hey Michelle.
I've also worked in industries where it was required to have an approved change management plan. It was a headache to do it for every little change sometimes, but I can see that it was necessary to have individuals plan their work and make it known to others what they were going to do. Having others included in the change process is incredibly important as there could be unconsidered items that will affect everyone. Especially in manufacturing, there are processes that must be considered because there is power requirements, safety issues, heavy equipment, etc. There could be a lot of dangerous things that can happen in that industry if there isn't an appropriate management of change.
Winifred Lewis
Week 7 Discussion
Top of Form
The elements to examine to determine if a fast or slow method works better for change depends if there is a continuous issue that creates significant harm. Urgency, the degree of support, competitive environment, knowledge and skills and financial and other resources are considered for a faster approach. Amount and complexity of change are limited and easy, a faster pace is generally utilized; however, if the change is substantial, there is a possibility that additional time is needed.
The top-down style is utilized when the change, plans, and beginning proceeds without participation from those below them. The participatory style change leaders search for information from those below them and utilize several of their ideas. The participatory style is utilized in a high-involvement organization. Parti.
This document introduces creativity and discusses ways to generate new ideas. It begins by defining creativity and dispelling common myths. The three main barriers to creativity are identified as social environment, physical environment, and cultural barriers. It then introduces the SCAMPER technique for generating ideas, which involves substituting, combining, adapting, modifying, putting to another use, eliminating, or reversing existing ideas. The document provides references for further information on developing creativity and innovation.
1) The analytical framework of National Systems of Innovation is built upon two prominent economic theories: evolutionary theory and institutional theory.
2) Evolutionary economics views innovation as an evolutionary and social process and sees the economy as an ever-changing non-equilibrium system shaped by internal transformations.
3) Schumpeter was a leading proponent of evolutionary economics and viewed entrepreneurship and technological innovation as the main drivers of economic development and change through a process of "creative destruction".
This document summarizes a lecture on the history of thinking about innovation. It covers perspectives from the 1930s to present. Key topics discussed include Schumpeter's view of innovation and entrepreneurship, the development of R&D departments in the 1950s, innovation diffusion models from the 1960s, national innovation strategies in the 1970s, innovation as a professional discipline in the 1980s, open and collaborative innovation systems of the 1990s/2000s. The lecture provides an overview of major theories and case studies within the evolution of innovation management thinking.
Technology Enabled Business TransformationMikkel Brahm
Findings from my PhD and professional experience as an Enterprise Architect on how we can guide transformation of businesses, and development of enabling technological solutions.
Presented at IT University, Copenhagen, Oct. 4 2019.
The document is a project on innovation by Sai Manikanta and Akhil, students in the 2nd year of BBA at Hyderabad School of Business dated October 28, 2013. It defines innovation as the process of developing and commercializing new or improved products, processes, materials, and services. It discusses theories of innovation from scholars like Wolfgang Drechsler and Joseph Schumpeter. Some key points made are that innovation involves introducing new products to market, continual product improvements, balancing the private sector, and reflecting realities of life to ensure long term sustainability and global competitiveness. Examples of breakthrough innovations are also provided such as Nokia switching to mobile phones and the invention of air conditioners.
The document provides an overview of the theory of social construction of technology (SCOT). It discusses key concepts such as interpretive flexibility, relevant social groups, stabilization and controversies. SCOT views technological development as an interactive process that is shaped by engineers/technologists and social groups. It emerged from the sociology of scientific knowledge and holds that technology, like science, is socially constructed rather than following an independent logical path. The trajectory of a technology depends on how social groups interpret and assign meaning to it.
The document discusses the roles of entrepreneurs and factors that influence entrepreneurship. It defines an entrepreneur as someone who starts a business and takes on the risks of the venture. It explores characteristics commonly associated with entrepreneurs like optimism and self-confidence. The document also examines social and environmental factors that can encourage entrepreneurial spirit, such as having self-employed parents or experiences with family businesses. Finally, it looks at how communities and upbringing can shape an individual's interest in entrepreneurship.
This paper examines different economic perspectives on technological advancement and innovation. It discusses mainstream, institutionalist, and Austrian views. The mainstream view sees technological progress as driving economic growth through capital accumulation and investment. Institutionalist see technology as determining how societies achieve instrumental functions and solve problems, requiring institutional adjustment. The Austrian view sees entrepreneurs as the source of innovation by recognizing opportunities for profits and breaking down social resistance to change.
This document provides information about the magazine "INOX REFLECTED N°1 Disruptive" published in September 2008. It includes contact information for the publication and credits various individuals involved with writing, development, design, printing and distribution. The introductory editorial discusses how the goal of the publication is to observe trends in a sociological and scientific way while maintaining artistic sensitivity. It also introduces Joel Vacheron as a sociologist and artist who investigated various subjects in London to discover cultural trends for the magazine to analyze.
Disruptive Innovation and environmental safeguarding process ppt.pptxrmusunur
This document discusses the concept of disruptive innovation through several perspectives and examples. It begins by defining disruptive innovation as a process where a smaller company challenges an established business by entering at the bottom of the market and moving up-market over time. It then provides 4 key concepts for understanding disruptive innovation theory, including that not all innovation is disruptive, and that disruption can be low-end or target new markets. The document also discusses different types of disruptive strategies like open disruption through collaboration and structural disruption through cross-functional teams. Overall, the document aims to explain what disruptive innovation is and provide frameworks for understanding it.
The document discusses how business is changing rapidly due to digital technologies and the flow of digital information. It argues that while companies have invested heavily in IT like networks and email, they are only getting 20% of potential benefits because they don't fully understand what is possible or how to use technology to share information across organizations. The author predicts that in the 2000s, business velocity will increase as quality improvements and processes happen more quickly when information can flow digitally.
The document discusses Rogers' diffusion of innovations theory and its key concepts. It provides an overview of the four main elements that lead to the diffusion of innovations: the innovation itself, communication channels, time, and social systems. It then discusses several factors that influence the rate of adoption of innovations, including their relative advantage, compatibility, complexity, trialability, and observability. Barriers to diffusion are also examined, such as an innovation's perceived advantage, compatibility with existing social and cultural norms, complexity, ability to be tested, and observability of benefits. The concept of the "tipping point" is discussed as a way innovations spread epidemically through certain individuals like connectors, mavens, and salespeople. Examples are
Here are some key reasons I see for VHS dominating the VCR market over Betamax:
- VHS tapes were longer, allowing for more recording time which was important for movies. Betamax tapes were shorter.
- VHS gained a critical mass of adoption more quickly by being more open. They licensed their technology to other manufacturers, increasing compatibility and adoption rates.
- Rental stores predominantly stocked VHS, which helped drive consumers to that format for compatibility with rentals.
- VHS was cheaper to produce, so the format and tapes were more affordable to consumers. Lower costs helped drive more adoption.
- Network effects took over. As more people adopted VHS, it became the de
The document discusses how networks are important for innovative individuals and entrepreneurs. It notes that creating a new business relies on an individual's social relationships for accessing resources, information, and support. While networks provide benefits like these, they can also potentially create conflicts of interest between business and personal relationships. Therefore, innovative people must balance the interests of their company with their interpersonal relationships when making decisions. Communities of practice can also stimulate change and innovation by allowing people to learn from one another, though this is often incremental innovation rather than radical innovation.
The document provides details about the Ford Model T automobile and why it was suitable for the US market conditions in the early 20th century. It notes that the Model T was produced by the Ford Motor Company from 1908 to 1927. Henry Ford increased productivity and output by implementing an assembly line production process with specialized labor. Workers performed individual tasks rather than completing full vehicles. This approach significantly raised Model T productivity and efficiency, enabling Ford to lower the car's price in a way that was affordable to common Americans at the time. The Model T's affordability and availability made it suitable for the period's US market conditions.
1) The book review summarizes The Machine That Changed the World, which chronicles the history of global automobile development and highlights comparisons between manufacturers.
2) It identifies "lean production" as a key technology discussed in the book that has reshaped automobile manufacturing, having originated in Japan but since spread worldwide.
3) The review finds the book interesting and closely linked to topics in the current publication, as it was the work that popularized the term "lean production" globally.
2. 1. Evolutionary theory and innovation
What are the key features of Schumpeter’s approach to innovation?
What are the main sources of discontinuities in his model?
What is the role of new combinations of knowledge?
What do you understand by path dependency?
What are the main characteristics of disruptive technologies?
Why might disruptive technologies creep up on established companies?
What is the relationship between Schumpeter’s discontinuities and Christensen’s
theory of disruptive technologies?
2. Disruptive Innovation
What are disruptive innovations?
Why are disruptive innovations usually developed outside established
companies and outside established sectors?
Identify some examples of disruptive innovations.
Why were they ignored by established players?
In what sense can Sony be identified as a market disruptor?
How do you account for the slowing down of performance of Japanese
companies in the last 20 years?
How is the development of small new companies important to the economic
prosperity of nations?
3. 1.1 What are the key features of Schumpeter’s approach to innovation?
The model of Joseph Schumpeter is
widely acknowledged as the first
linear model of entrepreneurship
and thus innovation.
Early innovation models such as this
one involved:
R & D / science push
OR
Technology pull
Roberts (1988) notes:
Invention Exploitation Innovation
Figure 1: Schumpeter’s Mark 1 model of Innovation
As illustrated in Dodgson (2000)
4. “the opening up of new markets, foreign or domestic, and the organizational development [...] illustrate the same
process of industrial mutation, that incessantly revolutionizes the economic structure from within, incessantly
destroying the old one, incessantly creating a new one” (Schumpeter, 1934).
He called this process “creative destruction”.
Innovation can be seen as “creative destruction”
waves that restructure the whole market in favor of
those who grasp discontinuities faster.
In his own words “the problem that is usually
visualized is how capitalism administers existing
structures, whereas the relevant problem is how it
creates and destroys them” (Schumpeter, 1934)
5. Cantillon first introduced the term “entrepreneur”
= “the agent who buys means of production at certain prices in order to
combine them into a product that he is going to sell at certain prices that
are uncertain at the moment at which he commits himself to his costs”
Entrepreneurship is “an activity that involves the discovery, evaluation,
and exploitation of opportunities to introduce new goods and services,
ways of organizing, markets, process, and raw materials through organizing
efforts that previously had not existed” (Venkataraman, 1997).
In Schumpeter’s own words, “economic life is essentially passive ... so that the
theory of a stationary process constitutes really the whole of theoretical economics ...
I felt very strongly that this was wrong, and that there was a source of energy within
the economic system which would of itself disrupt any equilibrium that might be
attained” (Schumpeter, 1937).
It was this ‘source of energy’, innovation, that he wanted to explain.
He focused in particular on the interaction between innovative individuals, who he called
‘entrepreneurs’, and their inert social surroundings.
6. 1.2 What are the main sources of discontinuities in his model?
Vague relationship between new combinations and macro performance
The existence of overlaps between the Mark 1 stages
Innovation is evolutionary by nature, but Schumpeter disregards this by focusing mainly on discontinuity
In his later work, he changed his view, stating that larger corporations could have an advantage to develop
innovations because they have better resources and more market power than smaller businesses. This shift,
however, lacks the support of proper evidence
Lone innovator
Innovation is deeply rooted in our social and cultural environment, Schumpeter mostly disregards these influences
Falsely assumes that the most advanced innovation is adopted
7. 1.3 What is the role of new combinations of knowledge?
Schumpeter added a definition of innovation (“development”) as “new combinations”
of new or existing knowledge, resources, equipment and so on (Schumpeter, 1934).
He also stressed the difference between innovation and invention.
•a specific social activity (function) carried out within
Innovation the economic sphere and with a commercial purpose
•can be carried out everywhere and without any intent
Invention of commercialisation
Thus, for Schumpeter, innovations are novel combinations of knowledge, resources
etc. which people/firms/organizations then attempt to commercialize or carry out in
practice.
8. IDEAS NEVER STAND ALONE
Typewriter
Binary Data Electricity
USB Computer Plastics
connectors
Keyboard
Written
Circuits
language
Operating
systems
9. In his book, The myths of innovation, Scott
Berkun (2007) discusses how innovations are
simply a recombination of existing elements (
“puzzle pieces”) with an “epiphany” as the
last piece that connects everything and helps
produce the ‘magic’ of something seemingly
so new.
The accompanying image shows various
scattered pieces (with the darker one being
the “epiphany”) and how, stage-wise, they
connect perfectly when the last piece is
introduced and produces a new image /
innovation.
10. 1.4 What do you understand by path dependency?
Path Dependence is similar to the inertia of physics, it might generate dependence to the path which entering,
either good or bad. Established direction of a certain path will obtain self-reinforcing in the future development. It
determines the selection about current or future choice by the decision people used to make. Good path produce
the role of positive feedback to enterprises, and resulting in a flywheel effect (The continuation of oscillations in
an oscillator circuit after the control stimulus has been removed.) through inertia and momentum, so that the
development of business enter a virtuous circle. On the other hand, bad path play a negative feedback role in
enterprises, such as a doom loop, the business become stagnation, because it locked in some kind of inefficient
state. That is to say, business operates without meaning; they can’t catch the direction or set up a target. As a
result, once the choices go into a situation of lock, it may be hard to get out of the state. In my opinion, making
path dependence should have certain advantages, such as develop earlier or the large number of use, and so on.
For example, the modern railway spacing is 4 feet 8.5 inches width derived from the Roman chariot as same as
two horses ass width on a chariot. By the way, the worker who made trams had made carriage previously, so the
standard of tram followed by the normal of carriage’s tread. Furthermore, the early railway is designed by the
people who built tram Tread standard, while four feet and 8.5 inches is the tram. Nowadays, the most advanced
design of transportation system is determined by two horses’ ass width in two thousand years ago.
It could use path dependence to explain all of theory about the custom of people. Based on this, people must find
a right direction in the beginning, thus the negative effect of path dependence won’t occur. Everyone has their
own basic patterns of thinking which lay as early as childhood, this model will decide people’s channel in their life
largely. The power of inertia make the decisions are self-reinforcing continuously. It means people already build
their own life after making the first decision, even if they are unsatisfied. It is difficult to change it, so we should
be careful on choose at the start.
11. 1.5 What are the main characteristics of disruptive technologies?
The concept of disruptive technology is coined by Professor Clayton
M. Christensen (Harvard Business School), in his book, "The
Innovator's Dilemma," to describe an innovative technology that
unexpectedly displaces an existing technology or introduce an
entirely novel concept to society ( Rouse, 2011).
Christensen considered that there are two kinds of innovative
technology: sustaining and disruptive (Christensen, 1997). Sustaining
technology depends on incremental innovation, which improves
established technology. Oppositely, disruptive technology tend to
focus on a “different value proposition than had been available
previously” (Christensen, 1997,p11).
However, disruptive technologies lack of the foundation of existing
technique or knowledge and limitedly appeal to customers. Therefore,
it difficultly competes with established products and services in its
leading market. But in the long term it also has its own advantages:
“Products based on disruptive technologies are typically
cheaper, simpler, smaller, and, frequently, more
convenient to use.”
(Christensen, 1997)
Based on the characters of cheaper and simper, disruptive products generally maintain lower margin rather than purchasing a rich profit
(Christensen, 1997). Because of this, disruptive technologies are able to entrance to emerging or insignificant markets, which can avoid an
intensive competition with large or dominant firms(Christensen, 1997). The main reason is why the leading firms’ most significant
consumers fail to show interest with the products based on disruptive technologies(Christensen, 1997). Generally speaking, a disruptive
technology mostly focuses on “the least profitable customers” in a market. Hence, Christensen (1997) points out those large corporations
excel at judging their markets, maintaining good relationship with their customers, and having practiced principles to update existing
technology. Conversely, they have trouble on seeking the potential efficiencies, cost-savings, or new marketing opportunities created by
low-margin disruptive technologies Rouse, 2011).
12. 1.6 Why might disruptive technologies creep up on established companies?
According to ‘Clayton M. Christensen ‘, the term of disruptive technology is that a kind of technology can create an
original venture into the market and it will dominate and disrupt the market to be the mainstream in years to come.
However, this kind of technology might just some innovative or fit in the market rather than an extremely novel
innovation or evolution.
It has some attractive function such as cheaper than original product or more improver than previous one so that is
it easier to instead of earlier technology. Disruptive technologies also have to experience long time to become
dominate technology and have a deep influence on customer. Moreover, it is easy to be ignored by leading
companies because it is not an incremental or radical innovation technology even has no competitive advantage.
When companies recognize the importance of it, it already invades to the market. As a result, companies need to be
award of the power of the disruptive technologies and develop an accurate insight toward disruptive technologies.
There is an analysis of iPad, which demonstrates the impact disruptive technology for business companies of as
below.
13. At the beginning iPad doesn’t have huge market share due to the issue of function.
The first issue is costs. Compared with netbook computer, it is not economical.
Secondly, not as powerful as notebook. It also can’t perform as well as notebook. It
doesn’t have the connection equipment such as mouse, keyboard and other
connective slot to cooperate with other devices.
Third, In terms of function of portable, it doesn’t have competitive advantage to
match with smart phone.
However, as we can see the amount of sales in different kind of computer, the sales of
apple iPad has grown up considerably from 2010, which can’t be imagine by other
competitors. Moreover, it is be widely accepted by the public, even in the business
propose. We can see the usage of iPad in the various sectors in another figure to prove
that iPod is successful infiltrated and embed into the market of computer and tablet.
14. 1.7 What is the relationship between Schumpeter’s discontinuities and Christensen’s
theory of disruptive technologies?
Blue Ocean Strategy: How to Create Uncontested Market Space and Make the Competition
Irrelevant, by W. C. Kim and R. Mauborgne is a great combination between Schumpeter’s
discontinuities and Christensen’s theory of disruptive technologies (Poul Houman & Jesper, 2008).
The book is based on the Schumpeterian view that market boundaries and industry structure are
not given but can be reconstructed by the actions and beliefs of industry players (Poul Houman &
Jesper, 2008).
While Hamel sets the scene for industry revolution, the designers of blue ocean strategies provide
the industry revolutionaries with weapons and analytical tools that allow them to break out of the
red ocean of bloody competition and, instead, explore the blue ocean that makes competition
irrelevant (Poul Houman & Jesper, 2008).
15. 2.1 What are disruptive innovations?
Disruptive technology is a term coined by Harvard Business School professor Clayton M. Christensen to describe a
new technology that unexpectedly displaces an established technology.
Christensen separates new technology into two categories: sustaining and disruptive. Sustaining technology relies on
incremental improvements (E.g. the supersonic industries focus on the Concorde) to an already established
technology. Disruptive technology is radical innovation and often lacks refinement, often has performance problems
because it is new, appeals to a limited audience, and may not yet have a proven practical application (E.g. the private
jet which would eventually displace the concord).
Recommended Video:
http://www.youtube.com/w
atch?v=9L66OH-x7a4
16. 2.2 Why are disruptive innovations usually developed outside established companies
and outside established sectors?
In his book, Christensen argues that large corporations innately function to work with sustaining
technologies. They are brilliant at knowing their market, staying close to their customers, and
having a mechanism in place to develop existing technology.
However, they often have trouble capitalizing on the potential efficiencies, cost-savings, or new
marketing opportunities created by low-margin disruptive technologies (Chaniot, 2007). As such
disruptive innovations are not initially perceived as disruptive . Instead they sneak up unnoticed
on established businesses.
It’s interesting that in Gary Hamel’s (2001) book “Leading the Revolution” he asks most of the
fortune 500 companies what they are afraid of? The overwhelming answer was “New start-ups
which break the rules”. Using real-world examples to illustrate his point, Christensen shows how
it is not unusual for a big corporation to overlook the value of a disruptive technology because it
does not reinforce current company goals, or it only caters to a certain niche, only to be
surprised as the technology matures, gains a larger marketshare and threatens to rock the boat
of the industry.
17. 2.3 Identify some examples of disruptive innovations.
2.4 Why were they ignored by established players?
Innovation Disrupted Market How?
The Private Jet Supersonic Transport The Concorde aircraft was the only supersonic airliner in
extensive commercial traffic. However, its target market
was a small customer segment, which could later afford
small private sub-sonic jets. The loss of speed was
compensated by flexibility and a more direct routing.
The current providers missed out as they were too
focused on improving their current procedures.
The Steamboat Sailing Ships The first steamships were deployed on inland waters
where sailing ships were less effective, instead of on the
higher profit margin seagoing routes. Hence steamships
originally only competed in traditional shipping lines'
"worst" markets
Digital Calculator Mechanical Calculator Facit AB used to monopolise the European market for
calculators, but did not adapt digital technology, and as
such failed to compete with digital competitors
18. Innovation Disrupted Market How?
GPS Navigation Navigational Map The old navigational system using maps,
needed pre-existent knowledge of how to
read maps as well as possession of a sextant.
A clear sky was paramount for the calculating
of an exact position. GPS can show the exact
position, either on a projected map or in
degrees N/S/E/W (low end models), in any
weather.
Digital Synthesizer Electric organ / piano Synthesizers were designed to be low-cost,
low-weight alternatives to electronic organs
and acoustic pianos.
However today's synthesizers feature many
automated functions and taken the majority
market share for home and hobby users,
mostly due to refusing to adapt new
technology.
19. 2.5 In what sense can Sony be identified as a market disruptor?
In 1955, Sony Introduced the world’s first battery –
powered pocket transistor radio – Low power
consumption and compactness
Sony thrived in this product because it chose to
compete against non-consumption in new value
network. Sony targeted the teenagers who could
afford big vacuum tube radio.
Then in 1959, Sony introduced 12-inch black-and-white
portable TV with the same strategy. Its costumer
reference point was has no TV or radio at all.
In 1979, Sony released the first portable music player
called Walkman, which was a player which plays
cassette that replaced bulky music player known as
the “boom box” (Sony 2011) this term “ but five years
later in 1984, the first portable CD player was
introduced by SONY and was dominated for long time
(Sony 2011).
20. Trend of Disruption – the case of portable
music player
Period Disruptive Technology Disrupted Note
Technology
1970s Sony Walkman Boom Box In the late 1970s, the boom box was quite popular among the younger
Cassette Player (Ghetto Blaster) generation. Companies were competing on who could produce the
loudest product or the biggest product. In 1979, Sony introduced the
first portable cassette player and it became very popular in a short time
and disrupted boom box players
Late 1980s and The Discman Sony Walkman In 1984, Sony introduced the world’s first portable CD player. This
1990s and Cassette Player invention accelerated the spread of the CD usage. Following this
Portable CD Players invention other large companies started producing portable CD players
which in time disrupted the cassette player market
1990s and iPod Portable CD In the late 1990s, many companies started introducing flash memory
onwards and Player based digital audio players. However, most players were bulky in size,
Other Digital Players had low storage capacity and low battery life. In 2001, Apple introduced
their first iPod model and in 2003 they introduced their online music
store iTunes. In a short time, iPod became very popular as Apple was the
first company who offered customers a legal whole package product.
The new way of online music purchase and the quality of iPods disrupted
portable CD players and became the leader of the digital audio player
market
(Source: Disruptive Product Innovation Strategy: The Case of Portable Digital Music Player)
21. 2.6 How do you account for the slowing down of performance of Japanese
companies in the last 20 years?
The mainstream explanation for Japanese economic decline in 1990’s is a combination of a negative demand shock, an excessive
financial multiplier due to bad feed of loan into broader economy through connected lending and regulatory forbearance, and
severe fiscal and monetary policy missteps turning its debt-deflation
The Question always raised that Japan, world’s leading manufacturing corporations choose to feature an Innovative product,
which has never brought successfully to market nor become any sort of technological standard, as the emblem of its tradition of
industry and technology?
Neither the efforts of corporate public relation nor Japanese culture, are known for their sense of deliberate irony.
Looking back to 2001, after 10 years of slow and negative growth in Japan, there is reason to wonder whether Japanese technical
powers evaporated for some reason, whether national innovation system can be appropriate somehow to capitalize on
particular technology development and not others, or whether perhaps technological innovation alone is insufficient to
guarantee good economic growth.
It was examined that there was relationship between Japanese technological innovation and the sustained declice in Japan’s
growth rate in 1990’s. The three aspects of the innovation and growth were:
1. Radical change in macroeconomic performance without any accompanying change in the inputs to the innovative process.
2. The maintenance of a sustained high level of technological innovation can possibly continue even as economy surrounded by
innovation is suffering
3. Advancement of free flow of information in productivity can remain in a limited number of sectors without diffusing across
the economy.
“Until recently, Japanese enterprises achieved and maintained competitiveness by introducing basic industrial
technologies from Western nations to achieve ‘process innovation’ ”
(NITSDC, 1999)
22. 2.7 How is the development of small new companies important to the economic
prosperity of nations?
After the global downturn of 2008-09, Small new companies and businesses are refered to the backbone of the global economy.
The contribution of Small companies is significant not only in static but also in dynamic term.
Majority of global business are very small (di Giovanni et al.2012). Statistically around 85%-99.9% of businesses are small or medium
out of which 50% of private sector value added and 77% of private sector employment.
It is definite that the contribution on Small businesses to economic fundamentals varies substantially across countries; Rich
countries have larger SMEs than poor countries. The Legal tradition and history plays important role. (Ayyaagari et al 2003)
The small businesses are often said to exist in a Schumpeterian world of continuous creative destruction as the least sustainable
business model weeds out or least successful managers.
In 2002, the Global Entrepreneurship Monitor (GEM) report suggested that 460m adults might be engaged in entrepreneurial
activity – this might lead to creation of around 100m new business (Reynolds et al 2002) which a lot for an economy of nation.
As per the statistic and dynamic of Small businesses on the
economy. It is evident that the Small businesses contributes
maximum towards the national economy and It is very
important for the development of nation to encourage the
Small new companies to grow and contribute to the nations
wealth.
23. The following image portrays the 5 models of dramatic change, as well as, give
examples for each;
24. References
Roberts, E.B. (1988), ‘Managing Invention and Innovation’, Research Technology
Management, Vol. 31, No. 1, January/February, pp. 11-27.
Venkataraman, S. (1997). The Distinctive Domain of Entrepreneurship Research: An Editor's Perspective. Advances in Entrepreneurship. J. Katz and R.
Brockhaus. Greenwich, JAI Press.
Berkun, S. (2007), The myths of innovation, 1st edition, O’Reilly Media, Inc., Sebastopol
Dodgson, M. (2000), The Management of Technological Innovation: An International and Strategic Approach, Oxford Press
Christensen, C. M. (1997), The innovator's dilemma: when new technologies cause great firms to fail, Boston, Massachusetts, USA: Harvard Business
School Press,
Chaniot, E. (2007). "The Red Pill of Technology Innovation" Red Pill
Gary Hamel, (2001) "Leading the revolution: an interview with Gary Hamel", Strategy & Leadership, Vol. 29 Iss: 1, pp.4 - 10.
Tushman, M.L. & Anderson, P. (1986). Technological Discontinuities and Organizational Environments. Administrative Science Quarterly 31: 439-465.
Anthony, S. D.; Johnson, M. W.; Sinfield, J. V.; Altman, E. J. (2008). Innovator's Guide to Growth - Putting Disruptive Innovation to Work. Harvard
Business School Press
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