Discontinuous Technological Innovations: A Review of Its Categorization

Hang, C.C.; Neo, K.B.; Chai, Kah‐Hin

doi:10.1109/icmit.2006.262162

Cited by 8 publications

(2 citation statements)

References 8 publications

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“…It may also impact in two different ways: by Incremental Innovation (by doing better what is already done) and Radical Innovation (by doing differently what has been done) (Tidd, Bessant & Pavitt, 2008). The novelty level may also be classified as Discontinued Innovation (the creative destruction of Schumpeter) and Disruptive Innovation (the new markets of Christensen) (Hang, Neo & Chai, 2006).…”

Section: Innovationmentioning

confidence: 99%

Corporate governance as an innovative booster: a literature revision

2020

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Objective of the study: The purpose of this article was to identify the elements to be considered for boosting innovation by the corporate governances, though. Methodology/approach: It is a literature review, based on the Scopus database, relating the constructs corporate governance and innovation, generating 435 documents in total, using 253 documents imported into the Mendeley application and resulting in 26 documents with effective contributions on governance and innovation.Originality/relevance: The study differs in that it relates corporate governance to the innovation of organizations.Main results: The results show that corporate governance has a positive influence on the innovation of organizations, but it is necessary to adapt to the context of each organization and the innovation characteristics of the sector. The first element to be considered is the presence of innovation in the organization's strategy and policies, followed by the commitment, strategic posture and competence of the board for innovation, adaptation of the governance structure, effective management of key competencies for innovation, investment in research and development, financing of innovation and technology, control over investments in innovation and management of risks inherent to innovation.Theoretical/methodological contributions: The study contributes to the advancement of knowledge by presenting the elements to be considered to boost innovation by corporate governance.Social/management contributions: It is also indicated that there is an effective management of its key competences for innovation, mapping them and ensuring that the governance structure promotes an environment conducive to their development, in addition to investments in RD and financing for innovation and technology.

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Section: Innovationmentioning

confidence: 99%

Corporate governance as an innovative booster: a literature revision

2020

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“…Therefore, it is imperative for managers to understand discontinuous innovation and adapt to both incremental improvements and discontinuous innovations to ensure growth in existing and emerging markets (Hang et al, 2006). DI, which has been derived from discontinuous innovation may broaden and develop new markets by emphasising new functionalities, and, therefore, re-organising existing market connections (Govindarajan and Kopalle, 2006a).…”

Section: DImentioning

confidence: 99%

Disruptive innovation through a dynamic capabilities lens: an exploration of the auto component sector in India

Pandit

Joshi

Gupta

et al. 2017

IJICBM

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Innovation has gained momentum for the development; spread; and survival of auto industrial firms in India. In this paper; we study the less-explored aspect of organisational response focusing on discontinuous innovation. The Indian auto sector requires a tool for long-term market dominance; particularly owing to the rapid change in the business environment. This can be achieved through a special kind of discontinuous innovation known as disruptive innovation (DI). We further affirm how developing DI is 110 D. Pandit et al.facilitated by the firm's dynamic capability (DC); to substantiate our claims; we develop and utilise a survey instrument to test a hypothesised model with responses from various firms affiliated with the Indian auto component industry. Our findings confirm the positive roles of DC and research and development (R&D) expenditure as antecedents to DI. We further conduct exploratory analysis to study factors such as R&D and environmental turbulence as moderators of the DC-DI relationship. We offer the following contributions: the operationalisation of DC and DI for the Indian context, a sector specific study and critical results pertaining to moderating role of R&D and environmental turbulence on the positive DC-DI relationship.

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