This study postulates that the current incumbents in the SA mobile telecommunications industry are still relying on old working mobile technologies even though new types are emerging within the industry. The telecommunications industry is undergoing radical changes of its own; some examples include global liberalization of trade and investment in telecommunications, as well as national deregulation and privatization. Thus, SA telecommunications businesses are facing a double dilemma: while the telecommunications technology and industry are being rapidly redefined, the markets are being opened to local and global competition.

This study postulates that the current incumbents in the SA mobile telecommunications industry are still relying on old working mobile technologies even though new types are emerging within the industry. The telecommunications industry is undergoing radical changes of its own; some examples include global liberalization of trade and investment in telecommunications, as well as national deregulation and privatization. Thus, SA telecommunications businesses are facing a double dilemma: while the telecommunications technology and industry are being rapidly redefined, the markets are being opened to local and global competition.

每一個企業都是希望憑藉著其核心能力追求持續性的成長與獲利。不幸的是，在快速變動的商業競爭領域，新進的挑戰者進行市場顛覆已是一常態。 本論文研究採用個案研究法，主要是探討中小型的網路通信企業，在經歷網路泡沫以後，如何檢視自身的競爭優勢，將破壞式創新、科技產品行銷等學理引用於新產品的開發設計與行銷上。本論文研究以「組織」、「新產品開發與策略」、「行銷通路的策略與管理」三項變數進行個案公司經理人訪談、資料收集與研究，期望瞭解個案公司的實務作為，與破壞式創新、核心競爭力、科技產品行銷理論、產業聚落等學理的結合性。 從個案中，我們可以得知如下： 一、 因應高科技產業的不確定性，企業對於外在環境變化的資訊收集（創新理論中的變化跡象），是企業進行策略分析的一項基本工作。 當企業了解外在環境不斷地動態性變遷時，凝聚企業組織內部的共識對於執行策略目標有助益。明確的目標及賞罰分明的組織，對於執行策略時，會有比較高的成功機會。 二、 由顧客價值鏈的變化，所擬定的新產品策略與開發，與克里斯汀生創新理論相符合。 三、 顧客的情境模擬有助於新產品概念的形成，並讓顧客、夥伴及行銷單位充分參與其中，是減少事後修正及補足的不二法門。 / Each enterprise is relying on its core competence to pursue continuative growth and profits. Unfortunately, in the rapid changes of commercial competition domain, new challengers carry on the market subversion already is a norm. This research is a case study to mainly discuss the small and medium broadband company, after experiencing the Internet bubble, how to inspect its own competitive advantage, apply Disruptive Innovation, High-Tech Product Marketing and other theoretical references in new product development, design and marketing. This research aspect is "New product development and strategy". By interviewing with company’s managers and gathering and studying company’s data, we expect to find correlations between firms’ practices and theoretical references as like Disruptive Innovation, Core Competence, High-Tech Product Marketing, Industry Cluster…and so on. From the case, we can learn the following: 1. In accordance to the high tech industry's uncertainty, the enterprise regarding the external environmental variation's information (changing sign) collection and identification are important for the enterprise strategy analysis. When the external changes are confirmed, in responses to the external environment's change, strengthening and condensing the enterprise internal consensus is the fundamental work. Meanwhile, if there are the explicit goal and an impartial rewards and punishments rules in the organization, carrying out the strategy will have the quite high possibilities of success. 2. Drawing up product strategy and development by the customer value chain's change is complied with Christensen, Clayton M.'s innovation theory. 3. The customer's application scenario is useful to a product concept. At product developing stage, sales, marketing team and customer's joining are much efficient for reducing cost and product post-adjustment.

Over the last two decades, extensive research has been undertaken to understand incumbent firms’ adaptation behavior to disruptive innovation, considering technological change as the most important focus of analysis. Recently, there is an emerging literature that views disruptive innovation as a business model problem in which a technological innovation is deployed. In this literature, disruptive innovation is understood to be primarily a function of conflict between an incumbent’s traditional and an entrant’s new business model. This raises two major questions. First, although the original theory of disruptive innovation evolved from technological studies, this theory persists to explain all types of disruptive innovation over time (Markides, 2006: 19). Furthermore, disruptive innovation has always been studied from an incumbent firm perspective. With the need to shift the research focus from a technology to a business model, we also need a new framework to understand disruptive innovation taking the business model as the unit of analysis taking both the entrant’s and incumbent’s perspectives. Building on business model innovation studies (Govindarajan and Gupta, 2001; Normann, 2001; Hamel, 2000) and the established technology based disruptive innovation theory (Christensen and Raynor, 2003; Christensen, 1997), this study offers a systematic business model framework to comprehend disruptive phenomenon from both an incumbent’s and an entrant’s perspectives. Second, disruptive innovation studies predominantly focus on high-tech industries. Increasingly many low-tech industries are being affected by disruptive non-technological market-driven business model innovations. Considering that disruptive innovation theory is principally iii technology based, a review of the literature suggests that we know little about the differences between high-tech and low-tech market-driven disruptive innovations in terms of their evolutions, competitive and disruptive effects. From the strategic management literature point of view, the contribution of this study becomes even more relevant when the two questions are examined across economic regions. Although there is ample evidence that shows disruptive innovations are not always restricted to developed economies, little is known about how incumbents in developing economies adapt their organizations to disruptive business model innovations. This study takes South Africa as a development economy case-study. The empirical setting of the current study includes four South African industries: the mobile and IT industry (high-tech), banking, insurance and airlines (lowtech) industries. In addressing the two key question of the study, the dissertation presents the empirical analysis at the first-order (firm-level study) and second-order (high-tech vs. low-etch study) levels. The first-order study argues that an innovation creates and grows a niche market through radical product design, different core competencies and/or a different revenue model long before it becomes disruptive innovation. It proposes a framework that attempts to model the evolution of this trajectory from an entrant’s perspective. From the entrant’s perspective, a potentially disruptive business model innovation is a process that evolves over time in successive adaptations to endogenous and exogenous innovation drivers that shape the evolution and path of the new business model. An innovation becomes disruptive only when the new business model fully or partially affects an incumbent’s established business model and market. iv Taking the viewpoint of an incumbent firm, the first-order study further offers a framework that seeks to provide a causality model to comprehend the root cause of disruptive innovation and its impact on the incumbent’s traditional business model. One of the major causes of disruptive innovation is the incumbent’s entrepreneurial dilemma. This means that an incumbent’s success or failure is partly contingent on the senior corporate management’s entrepreneurship readiness that is manifested in terms of taking risk initiative, willingness and ability to take appropriate strategic approaches to enable disruptive innovation. By articulating the causes of disruptive innovation, it suggests four key strategic approaches an incumbent should follow to enable disruptive innovation. While the study finds common patterns for the causes and approaches among incumbents across the four industries at a firm-level, some of the hypotheses of this study could not be proven at an aggregated system level. Disruptive innovation is a relative phenomenon: Some innovations that are disruptive to some firms or industries may not be disruptive to other firms or industries. Therefore, the study further re-examines the aggregated firm-level outcomes by disaggregating the data into dichotomous technology versus marketdriven disruptive innovations. By conducting a second-order analysis at the innovation category level, this study adds considerably to extant innovation literature by establishing that a lowtechnology market-driven disruptive business model innovation entails different business model evolutionary processes, different disruptive effects and different managerial implications compared to high-tech disruptive innovation.

Thesis advisor: Karen D. Arnold / For decades, critics have been calling attention to the slow pace of change in higher education (Cohen & March, 1974; Kliewer, 1999; Menand, 2010; Murray, 2008). This pace is clearly at odds with the significant reform necessary to meet the rapidly changing needs of and demands upon the system. Despite the inertia of the past, it seems imperative that we find approaches to innovation that will facilitate increased college access and cost management. This study examined one organization—College Unbound—that identifies itself as a potential disruptive innovation, an innovation that meets the needs of an underserved population, with the potential to “disrupt” the way entire sector operates (Christensen, 1997). Empirical applications of disruptive innovation theory to higher education are limited, and yet there is a strong rationale for its application to the challenge of increasing access and persistence. In an effort to increase understanding of how disruptive innovation might impact higher education, this study looked at how the characteristics of College Unbound and its relationship to the external environment affected the potential capacity of the organization to disrupt the field of higher education. One common characteristic of disruptive organizations is having a enough structural flexibility to respond to changing market and environmental needs (Christensen, 1997). At College Unbound, the primary pivot was a shift in the organization’s target population, from full-time traditional-aged college students in the first three years of the program, to a model of educating adult learners. This transition occurred in response to both the external market, and to tighten the alignment between College Unbound’s staff and internal resources. College Unbound has also faced concerns from both internal and external audiences because of perceptions about quality. To address these concern, College Unbound adapted by changing its internal configuration, and its external partners and relationship to the external environment. Based on these findings, implications for disruption and innovation in higher education are discussed. / Thesis (PhD) — Boston College, 2015. / Submitted to: Boston College. Lynch School of Education. / Discipline: Educational Leadership and Higher Education.

It is an unchangeable fact that all industries in the world have to face the severe global competitions. This include all traditional industries in Taiwan which had created the "Taiwan Economic Miracle" in the past tens years. But most of traditional industries have been going to the end of their products¡¦ life cycle through long period. Facing the challenge of the global competitions and the threat of low cost from Mainland China, South-East Asia countries, and India, innovation is the only one method to help traditional industries get rid of the follower and keep long term competition. To increase the creativity in a enterprise is the way to maintain competitive forces. But it takes times, labors, and capital investments for accumulation and creation of technology. It also conceal a lot of risks. Therefore, the strategy of most companies will invest their resources on the sustaining innovation instead of the disruptive innovation. Because the sustaining innovation will not fail normally. But actually, The disruptive innovation is the real key point to decide whether the company can sustain or not in the future. The distinctive features of global competitions are that enterprises have to offer the product and service with low cost and differentiation compared with competitors. Here are many good traditional chemical companies in Taiwan share their 80% of R&D resources in the sustaining innovation and 20% in the disruptive innovation. Companies can reach their strategic target of lowering cost and differentiation through sustaining innovation. The disruptive innovation let companies to create a brand-new business for the future market. The 80/20 model can be as a reference for all traditional industries. The knowledge-creating companies utilize knowledge to build their wealth is the smartest method. And the R&D people possess the most important character in this sector. But R&D people also need to work closely together with other departments people in company to create synergy effectiveness. Because the different personal ethos of R&D people and characteristics of R&D works, the way how to promote the efficiency among the R&D people and other people is through the mechanism of knowledge management. In the era of Knowledge-Based Economy, step up the innovation of technology, accumulate and utilize the intellectual properties are the ways to increase the enterprises competitive forces.

This Master's Thesis is focused on technological foresight in the banking industry in Europe. It includes consecutive two parts. The first one is theoretical and focuses on defining the terms necessary for the development of technological foresight, stated criteria, triggers and terms necessary for the development of analysis of potential technological problems and their solutions. The second part is practical and it includes the technological foresight, analysis of trends that will disrupt banking and introduce a vision of personal banking product of the future. A comparison of product vision to current trends and if those can be considered disruptive follow this part. The last part of the thesis includes diffusion criteria of innovation as according to the Rogers's Model, a set of triggers after which the defined investment fund can consider an investment into technology, and an analysis of potential technological issues with proposed solutions.

The purpose of this study was to review systematically the research on the challenges and profound changes cloud computing conveys within organizations especially in cloud security. The cloud-computing phenomenon is an example of a disruptive technology rapidly transforming the Internet, social media, and business practices throughout the world. The research method proposed in this study was a systematic literature review following the protocol outlined by the Guidelines for performing Systematic Literature Reviews from the Campbell Collaboration and the PRISMA (Preferred Reporting Items from Systematic reviews and Meta-Analyses) checklist along with consultation in Software Engineering Systematic Literature Reviews. Databases consulted were ERIC, Elsevier, IEEE, EBSCOhost, and ProQuest Central. The search identified 218 potential studies and after the screening, 33 studies were selected that met the inclusion criteria and formed the basis of this review. The findings revealed the adoption of cloud computing triggered a business transformation initiative within organizations. And, as organizations discovered the transformative benefits of the cloud delivery service, business transformation became the primary reason for cloud implementation and expansion. Cloud security remained one of the most prominent challenge organizations faced in the cloud adoption decision. The evidence shows a yearly decrease in cloud security concerns beginning in 2014, and the trend continued up to the latest assessment in 2016. In addition, the evidence found that chief information officers (CIO) and chief technology officers (CTO) were losing influence in the cloud business transformation process, and to succeed, these leaders were required to develop a digital vision and strategic plans to lead their organizations into the new digital era cloud computing represents.

In a business to business context, the adoption of a disruptive technology can introduce great risks and benefits for all involved parties. In order to investigate the issues surrounding disruptive technology adoption, this dissertation analyzes the roles of buyers, suppliers, and employees within the adoption process. First, it is found that interorganizational trust has a positive impact on the likelihood of disruptive technology adoption, thus benefitting incumbent suppliers. Second, pre-existing interorganizational trust is shown to lead to lower quality adoption decisions from the buyers' perspective. Finally, employees are found to be less likely to accept disruptive technologies, as compared to incremental technologies. The influence of buyer, supplier, and employee relationships are complex and are explored in further detail in the following studies. / Business Administration/Marketing

Yes / Companies in the high technology manufacturing and development sector have to continually innovate in order to survive and grow in increasingly turbulent and competitive markets. It is common practice for the parent company to spin off separate business units that can incubate and capitalise on the development of new technological innovations in order to grow and create new markets. This case study illustrates the issues that arise when a separate “maverick” business unit focusing on developing a new and disruptive innovation is spun off from the parent company. It underlines the problems that arise when ICT systems and operational processes are not strategically aligned and imposed by the parent company. It also demonstrates how innovative business units can harness their unique talents and apply them to solving operational problems. By developing a new bespoke system aligned with the maverick unit’s emergent processes, the maverick business unit was pulled back from the brink of disaster to a successful and profitable business unit.