BEING AGILE TO THRIVE AMIDST DISRUPTIVE DIGITAL INNOVATIONS

Firms around the world have been experiencing disruptive digital innovation. Such disruptionsaffect their business operations and models over time and geography. In this paper, we adopt Lucas and Goh’s (2009) framework of disruption responseto examine how do firms achieve agility in responding to disruptive digital innovation. The framework draws on dynamic capability theory, disruptive innovation concept, organizational agility concept and organizational core rigidity concept. This research-in-progress paper aims to conduct an in-depth case studyto understand how firms can be agile in responding to disruptive digital innovation. As a case study, this study adds to the growing corpus of literature on disruptive digital innovation. Theoretically, this study extends Lucas and Goh’s (2009) framework of disruption response, underpinning the advancement of knowledge in this area. The managerialinsights gleaned from this study can also guide firmsin being agile and thrive amidst disruptive digital innovations

Conflicts in Knowledge Management: Vistiting the Hidden Partner

As knowledge gains a reputation for being a critical resource in the information-intensive economy, organizations have doubled their efforts in trying to extract value from knowledge management policies. One particular aspect of knowledge management, which has gone unnoticed in academic research, is the presence of conflicts in knowledge activities. By adopting a conflict perspective of knowledge activities, this study arrives at a two-dimensional framework that defines knowledge conflicts in terms of its type and nature. Central to this paper is the fundamental idea that conflicts form an integral part of knowledge management and depending on how they are managed; conflicts may be formidable partners or dangerous adversaries in the corporate quest for knowledge-derived competitiveness