• Transactions of the KSME C: Technology and Education
• /
• v.3 no.2
• /
• pp.149-154
• /
• 2015

Disruptive innovation means the innovation which obsoletes the existing technology by a new technology. Like the examples of disruptive innovation, film camera and digital camera and PC and laptop, CAE technology can be regarded as a disruptive technology which can raise the disruptive innovation. CAE technology which is being improved dramatically with the development of the related technologies brings the innovation in the design and validation process in manufacturing industry. This innovation can change the rule of the market so that the researchers, companies and CAE enginnees should pay attention to it. Also not only the improvement of the technology but also the training and cultivation of the engineers who can utilize CAE technology are very important and cannot be neglected.

• The Journal of Asian Finance, Economics and Business
• /
• v.8 no.2
• /
• pp.353-364
• /
• 2021

Originating in value congruence theory, this study aims to give a clear understanding of the transformation process of consumers from incumbent technology to disruptive innovation technology. Moreover, the moderating effect of personal innovativeness in the process of consumers' switching to disruptive innovation is investigated. This study combines value congruence with expectation-disconfirmation theory, technology-switching theory, and the personal innovativeness of the disruptive innovation product, explaining why consumers have transformed from an incumbent product into a disruptive innovation. Data was collected through a questionnaire from 280 smartphone users in China. The respondents were mainly potential consumers who had never bought Redmi phones, namely, a smart product owned by the renowned Chinese company Xiaomi. The hypothesis of the research model is based on the example of the Redmi smartphone, which has been confirmed by existing smartphone users in China. Through investigation, the results of multivariable regression analysis show the decisive variables that influence consumer intentions, and we analyze the role of personal innovativeness in moderating between dissatisfaction with the incumbent product and purchase intention of a product based on disruptive innovation. The findings of this study can provide a certain reference for the sustainable growth of Xiaomi and the development of new products.

• Journal of Information Technology Services
• /
• v.11 no.4
• /
• pp.87-105
• /
• 2012

The purpose of this case study is to demonstrate the effectiveness of the disruptive innovation strategy based on the Resources Process Values(RPV) theory for a successful firm. Disruptive innovations seemed not initially perform well enough to be sold or used successfully in markets. The products and services used disruptive technologies have not been as effective as those used in the established markets. However, they have other attributes such as simplicity, convenience, and low cost, which appeal to a new, small and initially unattractive set in new or low-end applications. The Hyundai Heavy Industries Co.(HHI) performed the Jubail Industrial Harbour Project(JIHP), which built the Open Sea Tanker Terminal(OSTT) in Saudi Arabia, using the disruptive innovation strategy in order to lower the manufacturing cost of the offshore jacket and to complete the project successfully. The HHI developed the design and drawing systems to manufacture the jacket and also developed the HYundai Jacket Analysis System(HYJAS) software to use the structural analysis against stresses from rolling and pitching of the barge while transporting the jacket by sea.

• Journal of Technology Innovation
• /
• v.19 no.1
• /
• pp.79-109
• /
• 2011

In his highly cited book, Innovator's Dilemma (1997), Christensen introduced a notion of disruptive technology that is based on the observations from disk-drive industry and used it as an explanatory variable through which new entrants outperform incumbents in the industry. In explaining his later observations of disruptive innovations in other industries, however, his early theory based on disruptive technology has been applied to all cases without careful distinction between the notions of technology and business model (Markides, 2006). Furthermore, it has been criticized that his model suffers from lack of enough explanatory power and other important factors that are necessary to fully explain the observed phenomena in various cases (Danneels, 2004). Motivated by the critics in literature, the current study carefully distinguishes between innovation of technology and innovation of business model in the process of disruptive innovation, and apply our framework to the case of internet shopping mall business. Our study yields two main results. First, the internet-related business model which Christensen argued as an example of disruptive innovation is accomplished through two distinctive and separable growth phases: a period of technology growth and a period of business model growth. Second, in the process of disruptive innovation, the notion of enabling technology plays an important bridging role that connects core technology and business model. Furthermore, we confirm that the success of business model innovation depends on the degree of maturity of the enabling technologies. In conclusion, Christensen's notion of disruptive innovation can be further detailed in terms of technology innovation and business model innovation, and if there exist enabling technologies, the chance of success of the business model is higher when the enabling technology is matured rather than when the core technology is merely acknowledged as a disruptive technology.

• Korea Journal of Hospital Management
• /
• v.20 no.4
• /
• pp.78-88
• /
• 2015

Disruptive innovations have brought convenience and affordability in a variety of industries. The innovations that will eventually turn it around are ready. However, health care remains expensive and unsustainable to many because of the lack of innovations. Health care may be the most entrenched, change-averse industry in the united states. The aim of this article is to describes the innovations of Cleveland Clinic. The author present innovation activities in Cleveland Clinic, followed by a discussion of some of the reasons how disruptive innovations in Cleveland Clinic has been achieved.

• Journal of Technology Innovation
• /
• v.14 no.2
• /
• pp.29-48
• /
• 2006

This paper analyzes organizational behavior of an established firm when disruptive innovation, a change in product architecture, occurs on a previous product. For the analysis, the paper analyzes and compares the behavior of an established fm through product trajectories between NEC (an established firm) and Toshiba (a new entrance) in the Japanese laptop computers industry. An established firm that has developed and produced a previous product is difficult in adapting to a disruptive innovation due to accumulated immense knowledge through a previous product. By using regression model in the product trajectory analysis, the paper analyzes the behavior of established firms. Product trajectory means a pattern of product strategy shown in a series of products. Two facts found in the paper are as follows. First, though NEC was able to develop a laptop computer at the same time with Toshiba, it was restricted by the resources of a previous product in the early stage. Second, possibility of teaming trap in the adapting process was found. The paper found the risk that too much commitment in one evolution stage would prohibit the adapting behavior in the next evolution stage.

• The Journal of Asian Finance, Economics and Business
• /
• v.7 no.11
• /
• pp.637-645
• /
• 2020

A free-market economic system supported by the progress of the Industrial Revolution 4.0 has given birth to a sharing economy with a disruptive business model. In many ways, this business model is more effective, efficient, and makes it easy for businesses and consumers. However, because disruptive innovation is not asymmetrical with the conventional business that sustains innovation, several regulatory issues arise because it is fundamentally very different and cannot be regulated by standard law. Disruptive innovation may create chaos if it is regulated by norms that are used to regulate conventional business. This research was conducted with a normative method, which examines various theories, principles, laws and regulations to get justification for how the law should govern. The findings of this study are: competition law must be designed pragmatically so that it can keep pace with changes in business models that are rapidly changing. For this reason, it is necessary to shift regulatory authority from the Government to business people to make self-regulation, as a rule, that was born from the agreement of the business actors themselves. Self-regulation is considered more effective in maintaining fair competition, so that the market will be more dynamic, and consumers will be more prosperous.

• International journal of advanced smart convergence
• /
• v.13 no.1
• /
• pp.57-68
• /
• 2024

In this paper, we are interested in how creator economy startups allowing creators to make money from doing that they love. So, we look at European creator economy startups among Web3.0 business model landscape surveyed in 2022, because the US is home of Web2.0 giant platforms like YouTube. Totally seventeen European startups are investigated, and the theoretical logic is the disruptive innovation. We firstly review the survey published in 2022 and utilize the theory of the disruptive innovation to design the research framework including questions with each type of the disruptive innovation. In this paper, we firstly show, Kalao and Gem as NFT ecosystem platforms aim at service convenience. Secondly, Talkbase, Passionfroot, Bildr, Customuse, and Earnr aim at providing creator tools for under-skilled customers. Lastly, when it comes direct monetization with a decentralized business model, CrowdPad, Admix, GOALS, Realm, Dropstar, Pianity, Sonomo, Stage11, Miiji, and ReadyPlayerMe are representative. Despite the relatively small data size, the results are meaningful as they contribute to a more profound comprehension of the Web3.0 business models and offer guidance for future research directions.

• Proceedings of the Technology Innovation Conference
• /
• 2009.02a
• /
• pp.555-582
• /
• 2009

• Journal of Korea Technology Innovation Society
• /
• v.19 no.3
• /
• pp.483-510
• /
• 2016

Disruptive technology is increasingly gaining attention by industries, standards development organizations (SDOs), academia, government and regulatory bodies due to its massive scope of impact on the incumbents and consumers. Companies that take a lead in new technologies intend to dominate the global market by making their technologies into an international standard. However, they tend to seek ways of by-passing the slow procedures of formal SDOs that often hinder prompt action in response to rapid changes in technology and market situations. In the area of disruptive technologies, there is a need to harmonize standardization efforts in formal SDOs for various companies and stakeholders to reap the benefits of technological development and diffusion of innovation. This paper examines the reasons why standardization is more active using market-based mechanisms than through formal SDOs for disruptive technologies. We conducted a Delphi study to investigate standardization strategies in the area of disruptive technologies. This research found that experts understood the core element of disruptive technologies as creating new markets and changing the competition basis in existing industries through the transformation of consumers' behavior. Based on these core characteristics, experts agreed that flexibility and speed are the most important factors for standardization. Results also show that the perception that standardization activities are not directly connected to companies' profit-making is the key barrier to links between research and companies' participation in standardization. This research provides implications for formal SDOs and policymakers.