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Making friends with disruptive technology: ‐ an interview with Clayton M. Christensen

Making friends with disruptive technology: ‐ an interview with Clayton M. Christensen In this interview, the author of The Innovator’s Dilemma reviews his theory of how businesses are affected by disruptive technology. Most business leaders are aware of sustaining technologies, which can be simple incremental improvements or radical, up‐market technology innovations that leap‐frog ahead of the competition. However, they tend to ignore disruptive technologies, which initially provide neither a better product nor acceptable margins. By ignoring disruptive technology, companies forfeit the opportunity to ensure long‐term growth and prosperity. Business leaders must help their organizations develop new business models that utilize the disruptive technologies if they are to survive and evolve over time. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Strategy & Leadership Emerald Publishing

Making friends with disruptive technology: ‐ an interview with Clayton M. Christensen

Strategy & Leadership , Volume 29 (2): 6 – Apr 1, 2001

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Publisher
Emerald Publishing
Copyright
none
ISSN
1087-8572
DOI
10.1108/10878570110695110
Publisher site
See Article on Publisher Site

Abstract

In this interview, the author of The Innovator’s Dilemma reviews his theory of how businesses are affected by disruptive technology. Most business leaders are aware of sustaining technologies, which can be simple incremental improvements or radical, up‐market technology innovations that leap‐frog ahead of the competition. However, they tend to ignore disruptive technologies, which initially provide neither a better product nor acceptable margins. By ignoring disruptive technology, companies forfeit the opportunity to ensure long‐term growth and prosperity. Business leaders must help their organizations develop new business models that utilize the disruptive technologies if they are to survive and evolve over time.

Journal

Strategy & LeadershipEmerald Publishing

Published: Apr 1, 2001

Keywords: Models; Resources; Organizational processes; Values; Innovation

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