High oil price causing high cost of chemical industry, therefore the companies must pay attention to recycle of petrochemical sources, especially the reusing of wasted plastics which speeded global innovation of related techniques and formulas. The cost competition impact forced the plastic companies to raise effective strategy to avoid being expelled from the market. The research aims at three points: firstly, discussion of the facts of plastic recycles between Taiwan and China; secondly, discussion of the strategies of plastic recycles between Taiwan and China and the third, setting up the disruptive innovation strategy module of plastic recycles. The discussion of the theme focuses on organizational strategy, key success factors analysis, the third generation R&D and disruptive innovation. Through the analysis and discussion of some companies as well as the testing of plastic recycles disruptive innovation strategy module, it turns out to be the conclusion and suggestion for plastic recycles disruptive innovation strategy module.

The creative destruction of existing industries as a consequence of discontinuous technological change is a central theme in the literature on industrial innovation and technological development. Established competence-based and market-based explanations of this phenomenon argue that incumbents are seriously challenged only by ‘competence-destroying’ or ‘disruptive’ innovations, which make their existing knowledge base or business models obsolete and leave them vulnerable to attacks from new entrants. This paper challenges these arguments. With detailed empirical analyses of the automotive and gas turbine industries, we demonstrate that these explanations overestimate the ability of new entrants to destroy and disrupt established industries and underestimate the capacity of incumbents to perceive the potential of new technologies and integrate them with existing capabilities. Moreover, we show how intense competition in the wake of technological discontinuities, driven entirely by incumbents, may instead result in late industry shakeouts. We develop and extend the notion of ‘creative accumulation’ as a way of conceptualizing the innovating capacity of the incumbents that appear to master such turbulence. Specifically, we argue that creative accumulation requires firms to handle a triple challenge of simultaneously (a) fine-tuning and evolving existing technologies at a rapid pace, (b) acquiring and developing new technologies and resources and (c) integrating novel and existing knowledge into superior products and solutions. / Knowledge Integration and Innovation in Transnational Enterprise

Background: There is an increasing amount of arguments made that new business models are the solution when companies and industries face radical changes in the environment. To be able to prosper in the long run, organizations must reinvent themselves over and over again. Many authors (e.g. Abernathy & Utterback, 1978; Christensen, 1997; Kim & Mauborgne, 2005; Ries, 2011) claim that big, radical, reconfigurations are needed in order to prosper in the long-term. Theories, concepts and framework have been developed to answer how this reconfiguration should happen within organizations. However, the concepts derived are just parts of the solution, and none take a holistic approach, trying to cover them in a practical framework that could be used by organizations. Aim: The aim of the thesis is to propose a framework that enables organizations to systemize their innovation processes, making them flexible enough to repetitively seize opportunities through business model innovation where new value can be created and captured. The proposed framework aims to enable organizations to start discussing how they should create and capture new value and give them a more pragmatic view on the innovation process. It also aims to act as a starting point for future research. Methodology: The thesis follows March & Smith’s (1995) design science methodology in order to build and evaluate the framework. This is done in three steps; first by building a model from theory. Second, the emergence of business models in three different case companies are compared and investigated qualitatively. Lastly the model and the factors derived from the data are contrasted and a framework is built and evaluated. Findings & Conclusion: The basis of the derived framework proposes for big steps to change, and create and capture new value; analyze the basis of competition in the macro and micro environment, analyze and experiment with different non-customer tiers, experiment with the creation of value and experiment and analyze the capture of the value created. More tangible tools are proposed for each of these steps. Actually testing the framework and further evaluating and theorizing of the framework is proposed as future research directions.

Abstract The more and more IC makers take the Research job in Silicon Valley, development in Taiwan and China, Design for Manufacturing in Taiwan and Marketing in China. There are plenty of complete Supplier Chains with organizing the companys of IC Resign, Foundry, Si-IP, Subcontracted Assembly & Test Service. The capacity offered is almost over 60% worldwide with very high technique and quality level. This is getting more dominantly important to provide turn-key service durin IDM shrinking trend. Meanwhile the great gap in the supply chain is expanding in IC testing design and manufacturing, which is the bottle neck of IC industry in either cost, technical or turn-around time. The research is subjected to get a workable business model of IC testing Design Service working with a right product Segmentation, Targeting, Positioning to compensate the gap. The research takes kinds of reference of Competitive Advantages, Competition Strategies, Co-petition Strategy, Competition, Strategy, and Disruptive Innovation to construct the research model. IC Testing Design is an innovative business model in Taiwan Industry. Conseguently the research collects opinions from high level managers of IC industry. It also does a case study by using the case of BEST-itech, which is the first supplier of IC Testing Service in Taiwan market. We could learn the SWOP to see how to provide the Testing Design Service in right positioning and strategy. The targeting customers are all in the Supply Chain of Virtual IDM, including IDM, Foundry, Design House, Design Service, Test & Assembly, ATE Vendor, FA House etc. During the resession of 2008, much more demand toward Virtual-IDM is firmed. The outsourcing demand of IC testing design is getting clear. ATE vendor¡¦s market scale growth is getting slow as well as the ASP. So the requirement and opportunity of IC Testing Design Service is happening. The research concludes the IC Testing Design is a workable and necessary sub-chain in IC-subcon supply. The Value Network is a good model to tell how to transfer the comptition to be the compensator or customers for all players in the supply chain. The research also concludes 4 segments necessary in the IC Testing Design business model. Those are 1. Tester Opt ionization of Utilization. 2. Device Interface Integrated with Testing Design. 3. Add-on Solution Implement in Testing Tech-Gap. 4. Test Floor Automation and SPC Testing. Hopefully this research could provide a good picture to start the innovative business model to help the IC industry.

S. David Young and F. O¡¦Byren (2000) divided the economic value added (EVA) into two parts, current operating value (COV) and future growth value (FGV). From financial markets, it was found out that the fluctuations of stock prices of businesses were mainly based on the expectation of the investors to the operation performance and future growth of the businesses. Hence, the businesses can create higher market value only their substantial growth rate exceeds expected growth rate from the market. This study adopts O¡¦Byren¡¦s theory (2000) to do the empirical case study of IC design industry in Taiwan. Firstly, the relationship between future growth value of business and their long term equity input rate (LTEI/IC), net operating profit after tax (NOPAT(G)%), Gross Profit/OE were examined. Secondly, by paradigm empirical case study, this study tries to find out the relationship between the factors that affect future growth value of business and the innovation strategy. Thirdly, this study tries to figure out recommendations for the business to enhance its future growth value. This study finds out the factors that affect the future growth value (FGV), in stock market, of business of IC design industry in Taiwan. The investors focus on NOPAT(G)% for on-growing businesses; they focus on continuous growth of Gross Profit/OE for expanding businesses; and they focus on higher expectation of investment performance from LTEI/IC for mature business sectors. In addition, the results of this empirical study of investors¡¦ expectation on the growth of MediaTek Inc. are as follows: 1. Its Gross Profit/OE and NOPAT(G)% are obviously superior to the other sample business sectors. 2. There is positive correlation between Gross Profit/OE and NOPAT(G)% for killer applications (high market-share products) resulted from applying disruptive innovation strategy. In conclusion, this study provides some recommendations for the businesses pursuing incremental growth or constant growth, as below: 1. Competition strategy decision: To take the innovation strategy in accordance with the performance and specification of the products, target customers and business models. 2. Effective cost control: Continuous improvements by innovative concepts and managements to reduce the costs in marketing, R&D, management, risk from material acquiring, yield rate and operation costs, etc. 3. Profit maximization: It is the key for business success and profit to apply correct innovation strategy as well as effective cost management.

In recent years, start-ups and small to medium sized enterprises that operate globally from their inception have become commonplace. These companies often use shared leadership structures and aim to disrupt an existing market with a innovative product. This thesis intends to explore and understand the influence of shared leadership on disruptive innovation inside these international new ventures using a qualitative research approach, by gathering relevant theories of shared leadership, such as disruptive innovation and international new ventures and contrasting them in an abductive manner with the results of six interviews conducted with representatives of chosen start-ups. In these interviews the participants were questioned about shared leadership and disruptive innovation separately and try to integrate the results of shared leadership that relate to disruptive innovation in a positive or negative manner. Our findings suggest that creativity, efficiency, intrinsic motivation as well as cross-field knowledge have an incubative effect, while shared leadership itself, when managed poorly, can hamper disruptive innovation.

For decades, the speed of commercial aviation was constrained by the sound barrier. However, recent noticeable growth in air traffic and the recognition of the “time” as a valuable asset for passengers, call for more efficient, faster commercial transport. The commercial supersonic flight, able to fly above the speed of the sound has not been around ever since Concorde made its last trip in 2003, but it is promised to be on its way back. Currently, several existing and emerging companies are competing to revive the concept by developing and launching efficient supersonic plane between 2020-2025. The aircraft could operate on long-haul intercontinental flights about 2.6 times faster than current subsonic airplanes, targeting primarily business travelers. However, such a technological leapfrogging innovation embodies several engineering, economic, environmental and other factors, vital for its commercial success.                                The overall purpose of this master thesis is to investigate which factors could ensure the success of the upcoming supersonic commercial flight. The research will examine whether the new generation of supersonic planes can achieve maintainable commercial success by introducing industry expert opinions and exploring the perceptions of potential passengers towards supersonic flight as a possible future transportation mode.                               The limited literature on the subject created the need for descriptive research to expand the understanding. The chosen deductive approach relies on adopting the theoretical conceptions on the Theory of Disruptive Innovation and the Extended GAP Model of Service Quality. Pragmatic research philosophy is used due to the fact that it was deemed necessary to pursue multiple views to enable best answering the research questions. Qualitative interviews with ten industry experts have been conducted, capturing both the market specifications and the technical functions of the planes. Furthermore, 28 potential consumers who have flown in a business class on a long-haul flight gave valuable insights on the service quality perceptions.                                The results show that demand for supersonic flight exists and people are willing to use it as long as the plane satisfies their expectations of service quality. Based on the predictions of industry experts and the high level of curiosity of the potential customers interviewed, and their positive perceptions towards using it, the commercial  supersonic flight has the scale possibility to be highly successful. However, the upcoming supersonic aircraft should find a balance between the main service quality attributes, such as speed, comfort, convenience, and safety, in relation to the economic, environmental, and engineering challenges.

Following the studies of technology trajectories, Christiansen (1997) coined the concept of disruptive innovation to shed more light on the pattern of discontinuous innovations which were introducing new performance values to the market and mostly led to create a new market. Following his studies there have been a huge amount of scholars who have tried to elucidate the concept of disruptive innovations from different points of views. Among all of these studies, there are few researches about the dynamic of disruptive innovations diffusion in the market while most of the studies have focused on the concept itself. According to Porter (2008) the dynamic of market competition has been totally changed over the past decade and survivance of incumbents in the market mostly depends on their capability to innovate disruptively and keep their dominancy by radical or incremental improvements. Considering the desire of incumbents to set a dominant position in today’s fast growing markets, getting the ultimate benefits of disruptive innovations has become a disputable issue. Therefore, focusing on the dynamic of disruptive innovations, this research tries to elucidate the way that market leaders take an unknown potential disruptive innovation out of its dark corner during its infancy time, raise it and disrupt the mainstream market relying on it to establish a new market. Focusing on the dynamic of innovation diffusion, this research has chosen the high-tech medical market of Iran as the main target of empirical field work. Novelty of this concept in medical markets and also appropriateness of invasive cardiovascular devices business in terms of great amount of disruptive innovation, make this case study appropriate for the purpose of this research. Therefore conducting a longitude case study of Iranian invasive cardiovascular market during the past 10 years, this research conducts 30 semi-structured interviews with the key decision makers of the four main incumbents of Iranian invasive cardiovascular market about launching new innovations including: Johnson and Johnson (Cordis), Abbott Laboratories, Boston Scientific and Medtronic. The findings of these interviews are supported by the results of archival researches for more validity and reliability. Finally these findings will get compared with the conceptual framework of research in the discussion chapter to modify the existing literatures and in some cases add some new theoretical notions to them. The main contribution of this research is to identify the accelerating factors of disruptive innovation diffusion from, strategic, technological and cultural points of views. These findings can help practitioners to accelerate the diffusion rate of their disruptive innovations to disrupt the market earlier than the others and set their dominant position in the market as a market leader. Also it will provide an opportunity for the other scholars to build on more about the concept of disruptive innovation diffusion.

This thesis is guided primarily by concepts associated with Pierre Bourdieu's habitus perspectives by comparing them with disruptive innovative products dynamically developing broader context related to market offerings and services, and their positive outcomes once the habitus is disrupted. Understanding how disruptive innovation can change the habitus traits among customers. At the same time, by discovering the habitus traits of managers in corporations have failed to pay close attention to the new tendencies either by ignoring the signs from customers' demands or missing significant opportunities in the market that could help them to improve the business approaches. Disruptive Innovation describes a process through which new products that underperform in comparison to existing products' key attributes intrude upon a market by introducing an alternative package of benefits centered around being cheaper, simple, smaller, and or/ more suitable for consumers demands. Thus, companies should be aware of these disruptive leanings as a form to stay competitive in the given industry.

Companies, nations, governments and multilateral organisations are each in their context recognising that 20th-century approaches to innovation and competitiveness are no longer relevant or effective – with whole industries and economies challenged by the fastmoving and disruptive forces of 21st-century technologies that enable unprecedented innovative capability. The rate and scale of change and disruption calls for innovation thinking more suited to a world highly connected and networked and rapidly redefined by global digital architecture and alternative forms of value exchange, value creation and capture enabled through networks, platforms, and innovation ecosystems. For a mature industry to navigate potential disruption on this scale and possibly direct disruptive innovation of its own, will require a dramatic departure from innovation and business as usual. Christensen (1997) posits that disruptive innovation is the only way for incumbents to maintain market leadership and secure future growth. So how should mature firms respond to disruption, and which strategies are effective to become disruptive too? I undertake a grounded theory study into how specifically, the insurance industry (life and health), navigates disruptive influence and plans to become disruptive too. My analysis of the literature and the research findings has led to the development of an Adapt, Regenerate, Transcend response strategy framework, the ART framework, which describes these three broad response strategies and a further set of sub-strategies, that answer the question of how firms respond to disruptive influence and become disruptive too. The ART framework is my contribution to the work on disruptive innovation response strategies. The framework shows how incumbents can apply one or more of these three broad strategies to suit their objectives. The adapt response strategy, a short-term, defensive or opportunistic strategy, aims to extend lifecycles and fend off disruptive challenges. The regenerate response strategy is an expansive, increasingly inclusive, and transformative hybrid strategy that seeks to extend lifecycles and pursue new growth opportunities that might transform the core business over time to become disruptive too. The transcend response strategy is an original and disruptive strategy where the lead firm partners to reframe and reinvent an industry through a collectively directed value proposition that creates an entirely new playing field. Using the ART framework, I also show how disruptive innovation is an inclusive innovation strategy and how the framework applies to and is of use in the context of inclusive and sustainable innovation. In doing so, a new meta-innovation concept of generative innovation emerges, which the framework begins to describe broadly and which I propose as an area of future research.