Industries shaken - not stirred: optimising disruptive technologies

Hanna Skytta, Norma Harrison, Julian Liew, Scott Moore, Mony Ung

Research output: Contribution to journalConference paperpeer-review


History has repeatedly shown that DTs offer incumbent enterprises opportunities to strengthen and penetrate their market position whilst providing new product/market combinations to emerging enterprises. As business models based on sustaining innovations do not tend to create new growth platforms, a firm wishing to make the strategic choice to shape an innovation into a disruptive growth business should enter new markets with a strategy based around disruption, commercialising products with lower performance, less functionality, and lower prices. This paper identifies more constructive ways of utilising DTs, both in large and medium-sized organisations, and attempts to show how DT can become, if properly managed, a capability-enhancing strategic asset with a potential to create an improved business model.
Original languageEnglish
Pages (from-to)422-424
Number of pages3
JournalProceedings of the Thirty-Fourth Annual Meeting of the Western Decision Sciences Institute (WDSI)
Publication statusPublished - 2005
EventAnnual Meeting of the Western Decision Sciences Institute (34th : 2005) - Vancouver, Canada
Duration: 22 Mar 200526 Mar 2005


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