Wicked yet Empowering - When IT Innovations are also Disruptive Innovations.

What happens when an IT innovation is also a disruptive innovation? This study explores this question by examining sample cases of advances in IT that have also been categorized as disruptive innovations. The study leads to a conceptual thesis that such occurrences result in a contrasting duality dimension of wicked challenges and empowerment opportunities for different actors. We advance a model for positioning an IT innovation with disruptive tendencies in an impact quadrant to access its relative position to different actors. We observe that in an era characterized by continuous rapid advancement in IT, the tendency for the emergence of disruptive IT innovations increases. We therefore conclude by highlighting trends in this direction and advance future research agenda that should open up an opportunity for IS research that could be both theoretically insightful as well as practically relevant

DISRUPTIVE INNOVATIONS and IT_x000D_ A Wicked yet Empowering combination.

When Information Technology (IT) Innovations become Disruptive Innovations (DI), they bring along with them a dimension of “wicked problems” due to their disruptive attributes; they however, concurrently usher in an “empowerment opportunity” due to the typical nature of advances in IT. The session would explore the opportunities that this phenomenon holds for both “Blue Ocean” research and practice by exploring its implications from three angles - individuals, organisations and the society. This panel is set out to open up a fresh perspective to this unique dimension of IT trends that holds both theoretical and practical insight for the IS field

Discovering the Role of Information Technology In Disruptive Innovations - Enabler, Sustainer or Barrier

IT Capability has traditionally been used as one of the constructs used to high-light the value of IT both to competitive advantage and firm performance. However, a school of thought is rising with the banner that IT no longer matters as a source of competitive advantage. The argument is that IT is becoming a utility like electricity and organizations need to look elsewhere for unique competitive advantage. This dissertation is therefore positioned to investigate the value (if any) of IT in today’s organisations particularly in disruptive innovation scenarios. Disruptive innovations (DI) are innovations that typically gain initial adoption at the fringe of a market but gradually attract the mainstream customers of an established firm thereby threatening the survival of such firms. Disruptive Innovations have caused leading firms to drop from their esteemed position not because of bad management or lack of technological skills but because they introduce a different set of business rules and performance measures. Therefore, DI can be a source of competitive advantage for the firm that successfully implements it and a cause for alarm for firms facing such disruptions. By adopting a qualitative study and extensive review of literature and secondary data, the dissertation explores how IT plays a role in disruptive innovations in two streams – IT as DI and IT for DI. IT as DI considers - what is the significance of IT when the disruptive innovation is a digital/IT Innovation? While IT for DI considers - what is the essence of IT in the creation or response to disruptive innovations (regardless of the type of innovation)? For the IT as DI study, the dissertation advances a theoretical proposition of Wickempowerment using the theory of empowerment and wicked problems to articulate the identified duality when a disruptive innovation is also a digital/IT innovation. Using IT capability as a theoretical lens for the IT for DI study, the dissertation posits that IT remains a potent source of competitive advantage in two ways. These are conceptualized as Disrupt-ability (ability to create disruptive innovations) and Disruptability (ability to be disrupted or expressed conversely as ability to respond to disruptive innovation threats). With this theoretical conceptualization, we articulate three roles of IT capabilities in disruptive innovations – IT as an enabler, IT as a sustainer and IT as a barrier.Yrityksen kykyä hyödyntää tietotekniikkaa (IT) on perinteisesti tutkimuksessa tarkasteltu yhtenä merkittävänä yrityksen tulokseen ja kilpailukykyyn vaikuttavana tekijänä. Toisaalta osa tutkijoista on esittänyt, että tietotekniikka ei enää ole merkittävä kilpailuedun lähde. Tämän näkemyksen mukaan tietotekniikka on sähköverkkojen tavoin osa kaikille yhteistä infrastruktuuria ja organisaatioiden tulisi hakea muita tapoja erottautua kilpailijoistaan. Tämä väitöskirja asemoituukin tutkimaan sitä, millainen arvo tietotekniikalla on yritysten markkina-asemaa voimakkaasti muuttavien disruptiivisten innovaatioiden (DI) muotoutumisessa. Disruptiiviset innovaatiot on määritelty innovaatioiksi, jotka alkuvaiheessa kiinnostavat vain pientä osaa toimialan asiakkaista, mutta jotka vähitellen tavoittavat myös suuria asiakasryhmiä ja näin uhkaavat alan perinteisten suurten yritysten markkina-asemaa. Muutos ei siis johdu välttämättä huonosta johtamisesta tai puutteellisista teknisistä taidoista, vaan siitä, että innovaatio muuttaa alan liiketoiminnan sääntöjä ja menestystekijöitä. Yrityksen kyky tuoda tällainen uusi innovaatio markkinoille voi siis tuoda yritykselle merkittävää kilpailuetua, mutta samalla sen tulisi herättää alan muut yritykset vastaamaan uuden innovaation aiheuttamiin muutoksiin. Käsillä oleva tutkimus hyödyntää laadullisen tutkimuksen ja systemaattisen kirjallisuuskatsauksen menetelmiä tarkastellakseen tietotekniikan roolia sekä tietotekniikkaan perustuvissa innovaatioissa erityisesti (IT as DI) että liiketoimintaan liittyvissä innovaatioissa yleisemmin (IT for DI). Ensimmäinen tutkimuskysymys (IT as DI) siis tarkastelee erityisesti digitaalisten innovaatioiden syntyä ja vaikutuksia. Toisen tutkimuskysymyksen kautta (IT for DI) huomio kohdistuu tietotekniikan rooliin liiketoiminnan innovaatioiden luomisessa ja innovaatioihin vastaamisessa (innovaation tyypistä riippumatta). Digitaalisten innovaatioiden tarkastelussa teoreettisena viitekehyksenä hyödynnetään monitahoisten ja vaikeasti ratkaistavien ongelmien käsittelyyn ja voimaistamiseen liittyvää kirjallisuutta. Näin tarkasteltuna digitaalisissa innovaatioissa voidaan erottaa kahdensuuntaiset (positiiviset ja negatiiviset) vaikutukset niin yksilöiden, yritysten kuin yhteiskunnankin tasolla. Toisen tutkimuskysymyksen tarkastelu perustuu IT kyvykkyyksiä käsittelevään tutkimukseen. Tältä osin tutkimuksessa esitetään, että IT voi tuottaa yritykselle kilpailuetua kahdella eri tavalla: IT kyvykkyydet ovat osa yrityksen kykyä luoda uusia disruptiivisia innovaatioita (Disrupt-ability), IT kyvykkyyksien puuttuminen taas voi heikentää yrityksen kykyä vastata muiden luomiin innovaatioihin (Disruptability). Tämän teoreettisen viitekehyksen kautta IT kyvykkyyksilletunnistetaan kolme roolia disruptiivisissa innovaatioissa: IT mahdollistajana, IT ylläpitäjänä ja IT esteenä.Siirretty Doriast

Social innovation, social enterprise, and local public services: undertaking transformation?

This article discusses some of the challenges encountered in embedding effective and sustainable social enterprise and social innovation within established political institutional systems to deliver local welfare services. It draws upon evidence analyzing social innovation and social enterprise in Scotland to contribute to the debate over whether social innovations and social enterprises are able to meet expectations in addressing the significant challenges faced by welfare systems. The article clarifies the meaning of both these contested concepts and explains how social innovation and social enterprise relate to similar ideas in social and public policy. The evidence suggests that actually operating social enterprises and social innovations do not embrace the image of them promoted by enthusiasts as either “entrepreneurial” or “innovative”. Furthermore, they bring distinctive challenges in delivering local welfare services, including potential tensions or rivalry with existing public agencies. The article suggests that social enterprises and social innovations are not themselves instigators nor catalysts for systemic change, but that their impact is constrained by structural conditions and institutional factors beyond their control

Digital Disruption: A conceptual clarification

Digital disruption is emerging as a widely used term in academic and practitioner discourse. Yet, there are few studies attempting to theorize it beyond public media conjectures. The concept risks losing its theoretical value without a grounding in its theoretical foundation – digital innovations and disruptive innovations. As a result, the term lacks precision and confounds phenomena that are neither sufficiently digital, innovative, or disruptive. This undermines the utility of the term for researchers and practitioners alike. In this paper, we conceptualize digital disruption by attending to its properties that emanate from its conceptual roots of digital innovation and disruptive innovation. In doing so, we seek to add to past work calling us to pay attention to the needed caution in chronicling digital phenomena beyond fads

Designing a Design Thinking Approach to HRD

This article considers the value of design thinking as applied to a HRD context, Specifically, it demonstrates how design thinking can be employed through a case study drawn from the GETM3 programme. It reports on the design, development, and delivery of a design thinking workshop which was created to draw out and develop ideas from students and recent graduates about the fundamental training and skills requirements of future employment. While design thinking has been widely deployed in innovation and entrepreneurship, its application to HRD is still very much embryonic. Our overview illustrates how the key characteristics of the design thinking process resonate with those required from HRD (e.g. focus on end user, problem solving, feedback, and innovation). Our contribution stems from illuminating a replicable application of design system thinking including both the process and the outcomes of this application. We conclude that design thinking is likely to serve as a critical mind-set, tool, and strategy to facilitate HRD practitioners and advance HRD practice

Designing a design thinking approach to HRD

This article considers the value of design thinking as applied to a HRD context, Specifically, it demonstrates how design thinking can be employed through a case study drawn from the GETM3 programme. It reports on the design, development, and delivery of a design thinking workshop which was created to draw out and develop ideas from students and recent graduates about the fundamental training and skills requirements of future employment. While design thinking has been widely deployed in innovation and entrepreneurship, its application to HRD is still very much embryonic. Our overview illustrates how the key characteristics of the design thinking process resonate with those required from HRD (e.g. focus on end user, problem solving, feedback, and innovation). Our contribution stems from illuminating a replicable application of design system thinking including both the process and the outcomes of this application. We conclude that design thinking is likely to serve as a critical mind-set, tool, and strategy to facilitate HRD practitioners and advance HRD practice

The Backside of the Loop: Design Thinking as a Strategic Resource For Change

Strategy and organizational management are increasingly more sophisticated, but to survive and thrive in a competitive landscape is still an elusive skill set for organizations. Through a review of literature, this paper contains a brief history of strategy and the different schools of formation and formulation of strategy. It then contrasts two different organizational capabilities, strategic thinking and design thinking, in order to explain how they fit together and their value to organizations. By using two concepts, adaptive cycles and organizational ecocycles, to explore the life stages of organizations, this paper explains the necessity of creative management and design thinking as a resource for change. While business administration is used to stabilize and formalize organizational processes, design thinking can be used to disrupt old processes and empower emergent innovations. Finally, this paper argues that design thinking as a resource must be protected and handled strategically in order to be effective

Imagining the City of Tomorrow Through Foresight and Innovative Design: Towards the Regeneration of Urban Planning Routines?

Ecological and digital transitions alongside concerns over social inequalities have signalled the advent of complex new challenges for contemporary cities. These challenges raise issues pertaining to the dynamic capability of urban planners: more specifically, their ability to revise their tools and planning routines in urban projects. New paradigms of collective action for the transition towards innovative cities have been developed in large organisations. European companies, especially in public transportation, have developed such tools based on innovative design theories. One of these methodological tools, the Definition-Knowledge-Concept-Proposition (DKCP) process, was used to generate a new range of planning options for an urban district in Montreal, Canada. For many municipal organisations, the formulation of innovative ideas only concerns one stage of the process, represented by the ‘P’ phase. However, innovative routines should rather include the earlier phases of identifying the scope of possible innovations, the search for intriguing knowledge and disruptive design activities. The desire to tackle the complex challenges of 21st century cities has led to a new professional identity: the ‘innovative urban planner’

Transforming Digital Inventions into Digital Innovations – A Missing Material Perspective on Technology Adoption

Technology agnosticism dominates explanations of technology adoption in digital innovation. Accordingly, technology itself plays a limited role in determining adoption success. Instead, aspects outside the inventors' control, including marketing, user perceptions, and organizational environment, decide the adoption outcome. We revisit the original innovation concept and draw attention to what we call a digital invention. Looking at the transition of a digital invention to digital innovation, we argue for a technology-affinity perspective to complement existing adoption perspectives. The new perspective emphasizes the role of conscious invention design for innovation. We find three ways in which specific invention focus can increase the invention's chances for adoption. For instance, we show that contrary to the prevalent idea of technologies enabling new ways of doing things, it is the invention's focus on enabling innate behaviors that can facilitate adoption. Past innovation and contemporary innovation in the film industry illustrate our thinking