Disruptive Innovations and Disruptive Assurance: Assuring Machine Learning and Autonomy

Autonomous and machine learning-based systems are disruptive innovations and thus require a corresponding disruptive assurance strategy. We offer an overview of a framework based on claims, arguments, and evidence aimed at addressing these systems and use it to identify specific gaps, challenges, and potential solutions

Disruptive Innovation: Enabling Practitioners to Tackle the "Innovators Dilemma" With Graphical Techniques - A Focus on Resource Allocation

This paper presents the findings of part of a 30 month investigation, conducted to better understand the persistent failure of management practitioners to fund potentially disruptive innovations. A Mode 2 case study strategy was employed. The iterative transfer of knowledge, between four industrial cases and academia, has successfully culminated in new academic understanding of disruptive innovation and guidance for practitioners. It was found that funding decisions are mainly constrained by mental not physical processes. Organisations wishing to pursue disruptive innovations can challenge psychological attachments to incrementalism, and overcome the funding barrier, with a holistic understanding delivered through graphical portfolio tools

Disruptive low-carbon innovations

This perspective article considers the potential for disruptive innovations to transform the market for energy-related goods and services in line with emission reductions required for stringent mitigation. Its rationale is that consumers are a neglected constituency in societal efforts to meet climate policy objectives. First, I review Christensen’s canonical definition of disruptive innovation as low-end products offering novel sources of value to users marginalised or over-supplied by mainstream markets. Second, I apply disruptive innovation concepts to the challenge of climate change mitigation and the necessary contribution of low-carbon innovation. There are both potentials for disruptive low-carbon innovations but also problems in achieving social benefits through the consumption of private goods. Third, I set out a series of criteria for disruptive low-carbon innovations and apply these to identify sets of potential innovations relating to mobility, buildings & cities, food, and energy supply. A wide range of consumer-facing innovations offer goods or services with novel attributes currently valued only in small market niches. Fourth, I report on the findings of two workshops on disruptive low-carbon innovation involving innovators, market intermediaries, policymakers and researchers. Different stakeholders hold sharply contrasting understandings of disruptive low-carbon innovation and its distinctive relevance for energy transformation

Disruptive Innovations in Electronic Transportation Management Systems

This paper provides an overview of selected disruptive innovations (Blockchain, Internet of Things and Big Data) in electronic transportation management systems in general, and their possible impact in maritime transport. The theoretical background is provided, including transportation, electronic transportation management systems and selected disruptive technologies. The impact, major challenges and success factors in implementing disruptive innovations in maritime transport are pointed out and elaborated. Finally, authors provide the discussion and the future perspective of selected disruptive innovations, with an emphasis on maritime transport

Strategies for Integrating and Sustaining Disruptive Innovations in Small Businesses

The evolution of technology has led to a need for business leaders to embrace disruptive technology for the purpose of capturing new markets and remaining competitive. Multiple challenges have been faced by business leaders in the processes of integrating and sustaining disruptive innovations, resulting in the failure to achieve expected efficiency and profitability. The purpose of this multiple case study was to explore strategies used by business leaders to integrate and sustain disruptive innovations. The conceptual frameworks were Roger\u27s diffusion of innovation theory and Christensen\u27s disruptive innovation theory. Semistructured interviews were administered to 10 business leaders and employees from institutions of higher learning in the Northeastern region of the United States. The participants were selected using a purposive nonrandom sampling technique. The selection criteria included organizational leaders, technology professionals, training and development professionals, and organizational end-users. Three themes and several subthemes were identified. The strategies for integrating and sustaining disruptive innovations include training, changeover mechanisms, and the use of critical resources. The procedural and structural factors in processes to integrate and sustain disruptive innovations include identifying critical success factors, ascertaining benchmarks, determining levels of support and effectiveness. Obstacles faced during the processes of integrating and sustaining disruptive innovations were categorized into human, technology, changeover, and external issues. Social change may be realized through the improved success rates of small business leaders implementing disruptive innovations by increasing meaningful employment and enhancing livelihoods

Perspectives on disruptive innovations

Everyday experiences speak to the accelerated pace of innovation in this era of continual change. Sometimes, innovations enhance the value of existing products and services. At other times, they render existing business models obsolete, disrupt value‐networks, prompt providers to rethink who their customers are, and lead customers to rethink what they value. What does it mean to manage in such a world of disruptive changes, and how might we research this phenomenon? Together with the contributors to this special issue, we anchor, explore and extend the meanings associated with the concept of disruptive innovation. In particular, we discuss several perspectives on disruption – evolutionary, relational, temporal and framing – that culminate in a performative (as opposed to a predictive) approach to thinking about the phenomenon. In doing so, our intention is to open up the agenda for both researchers and practitioners

The role of business ecosystems in the building of disruptive innovations

Disruptive innovation is an evolving process whose construction depends on a heterogeneous set of organisations that are interconnected through an ecosystem of relationships. However, the systemic development of disruption innovations remains unexplored. Prior studies have examined the conditions under which disruptive innovation is likely to arise focusing on the internal perspective of the incumbent. Moreover, they have not made distinctions among technology, product and business model innovations, suggesting that all types of innovations follow a similar process to become disruptive. We argue that each type of disruptive innovation requires a different type of business ecosystem for the innovation to take hold and become disruptive. By developing a framework that conceptualizes disruption as a dynamic systemic process we provide an understanding of how potential disruptors create and nurture their ecosystem in order to successfully establish and embed their innovation

Disrupting Education: High School Principals’ Efforts to Lead Disruptive Innovation and the Influence of Isomorphic Mechanisms

Students today require skills and dispositions different from those of the past. Despite ongoing efforts to initiate change in schools through reform efforts, little has changed within educational institutions. Current reform efforts do, however, create conditions for principals to lead disruptive innovation within their schools. Research is limited on innovation implementation in education and the various ways isomorphic forces may hinder or contribute to the design and adoption of disruptive innovations. The purpose of this study was to examine how high school principals lead disruptive innovation. Additionally, this study sought to understand how the mechanisms of isomorphism influence the adoption of disruptive education innovations in education. The findings from this study reveal that sources of disruptive innovation motivation can be internal or external. Sources of motivation were found to correlate with organizational structure. Additionally, constructs of modern institutional theory were confirmed as findings supported a bidirectional influence between organizations and the greater organizational field. Finally, the relationship between principal and principal’s supervisor was identified as having a varied influence. A positive relationship was found to encourage both internally and externally motivated disruptive innovations, while a negative relationship was found to have little to no impact on the implementation of internally motivated disruptive innovations

Identifying and Predicting Disruptive Innovations in the Marketplace

Christensen’s identification of disruptive innovations may be the most important development in innovation theory of the last twenty five years (Christensen 2013). Yet since the identification of disruptive innovations there have been numerous calls for theoretical development (Markides 2006, Christensen, McDonald, Altman, & Palmer 2018). What are the characteristics of a disruptive innovation (Gobble 2016, Nagy, Schuessler, & Dubinsky 2016)? What makes an innovation disruptive to some, but not to others (Schmidt & Druehl 2008)? What is the disruptive process (Petzold, Landinez & Baaken 2019, and O’Reilly & Binns 2019)? To date, the details of a disruptive innovation are neither clearly understood nor readily predicted (Christensen et. al 2018). But the idea that an innovation can drastically change marketplace expectations, or disrupt a marketplace, is widely accepted (Christensen 2013). Because theory is unclear, some researchers have pondered if incumbent organizations are fated to marketplace disruptions (Christensen 2013). The fate of marketplace disruption is not destiny. Disruptive innovations can be identified and predicted within an organizational context (Nagy et. al 2016). We present a model that extends these concepts to the marketplace. Then, by integrating innovation diffusion (Rogers 2010) and technology adoption concepts (Venkatesh, Thong, & Xu 2012), our model highlights the disruptive effects of innovations on marketplaces. This model not only identifies constructs, but also proposes theoretical relationships highlighting the process of disruptive innovation. Variables are grouped into four constructs: 1) the innovation itself, 2) the Value Chain (or Value System) that created the innovation, 3) the channel from the Value Chain to the marketplace, and 4) customer characteristics (Nagy et. al 2016, Handfield, Blackhurst, Elkins, & Craighead 2007, and Vecchiato 2017). Our model then draws upon innovation diffusion theory and technology adoption to highlight the interaction of these constructs. The model highlights how the objective values of innovations and Value Systems variables become relative to other innovations and other Value Systems through channels and markeplace competition for customers. Therefore the model created by the relationships between the four constructs can be used to identify and predict marketplace disruptions

The potential contribution of disruptive low-carbon innovations to 1.5 °C climate mitigation

This paper investigates the potential for consumer-facing innovations to contribute emission reductions for limiting warming to 1.5 °C. First, we show that global integrated assessment models which characterise transformation pathways consistent with 1.5 °C mitigation are limited in their ability to analyse the emergence of novelty in energy end-use. Second, we introduce concepts of disruptive innovation which can be usefully applied to the challenge of 1.5 °C mitigation. Disruptive low-carbon innovations offer novel value propositions to consumers and can transform markets for energy-related goods and services while reducing emissions. Third, we identify 99 potentially disruptive low-carbon innovations relating to mobility, food, buildings and cities, and energy supply and distribution. Examples at the fringes of current markets include car clubs, mobility-as-a-service, prefabricated high-efficiency retrofits, internet of things, and urban farming. Each of these offers an alternative to mainstream consumer practices. Fourth, we assess the potential emission reductions from subsets of these disruptive low-carbon innovations using two methods: a survey eliciting experts’ perceptions and a quantitative scaling-up of evidence from early-adopting niches to matched segments of the UK population. We conclude that disruptive low-carbon innovations which appeal to consumers can help efforts to limit warming to 1.5 °C