Yes / Although prior research has examined the effects of different forms of disruptive market shift on organizational practice, structure, and performance, knowledge is lacking on its conceptual domain, antecedents, and organizational response outcomes. This study draws insights from an in-depth analysis of 23 organizations to conceptualize disruptive market shift and explore its antecedents and consequences. We find that digitization, technological advancements, political uncertainty and government regulations, competitive pressures, the media, and customer dynamism are major drivers of disruptive market shifts. Furthermore, evidence suggests that organizations establish collaborative relationships, initiate internal transformational processes, and develop innovative metrics and patterns to respond to disruptive market shifts. We discuss the theoretical and managerial implications of the findings. / The full-text of this article will be released for public view at the end of the publisher embargo on 27 Oct 2024.
| Identifer | oai:union.ndltd.org:BRADFORD/oai:bradscholars.brad.ac.uk:10454/19407 |
| Date | 06 April 2023 |
| Creators | Olabode, Oluwaseun E., Hultman, M., Boso, N., Leonidou, C. |
| Source Sets | Bradford Scholars |
| Language | English |
| Detected Language | English |
| Type | Article, Accepted manuscript |
| Rights | © 2023 Elsevier. Reproduced in accordance with the publisher's self-archiving policy. This manuscript version is made available under the CC-BY-NC-ND 4.0 license., CC-BY-NC-ND |
Page generated in 0.002 seconds