The Disruptive Nature of Information Technology Innovations: The Case of Internet Computing in Systems Development Organizations

Abstract

Information technology (IT) innovation can be defined as the creation and new organizational application of digital computer and communication technologies. The paper suggests that IT innovation theory needs to be expanded to analyze IT innovations in kind that exhibit atypical discontinuities in ITinnovation behaviors by studying two questions. First, can a model of disruptive IT innovations be created to understand qualitative changes in IT development processes and their outcomes so that they can be related to architectural discontinuities in computing capability? Second, to what extent can the observed turmoil among systems development organizations that has been spawned by Internet computing be understood as a disruptive IT innovation? To address the first question, a model of disruptive IT innovation is developed. The model defines a disruptive IT innovation as an architectural innovation originating in the information technology base that has subsequent pervasive and radical impacts on development processes and their outcomes. These base innovations establish necessary but not sufficient conditions for subsequent innovation behaviors. To address the second question, the impact of Internet com-1Michael Myers was the accepting senior editor for this paper. 2Please note that the authorship order is alphabetical to recognize the equal effort put into this paper by the coauthors.

Path dependent constraints on innovation programmes in production and operations management

“…This has led them, Lapointe and Rivard (2005), and others (Yu and Tao, 2009;) to advise that, at least in the initial stages, that resistance should be looked at on an individual level and their interactions (Wagner et.al) rather than considering the group as a 'unified entity' and management responses modified accordingly. The general consensus amongst authors (Panuwatwanich et.al, 2009;Peansupap and Walker, 2006;Lapointe and Rivard, 2005;Dong, 2008;Lyytinen and Rose, 2003), is that top level management visibility is critical to the success of an innovation initiative. Peansupap and Walker (2006) noted how this should manifest at the different stages of diffusion; demonstrating commitment in the early adoptive phase by making resources available, followed by encouraging users through adaptation and rountinisation of the innovation into normal working practices and supporting with the appropriate technology and training to develop the necessary skills.…”

“…Dong (2008) conformed to this view, adding that senior management should be visibly supportive throughout the stages of diffusion and should not assume that staff will be aware of their support, by paying attention to change management and satisfaction of users. This will also include (Lyytinen and Rose, 2003) that management recognise the demands and implications involved the change. Inspiring creativity and challenging staff to promote the development of new ideas was also considered a role of a leader in the diffusion process; a strategy that should lead to a greater propensity for supporting and facilitating the innovation initiative (Panuwatwanich et.al, 2009).…”

“…However, the majority have explored the effects of management involvement in the process (Panuwatwanich et.al, 2009;Peansupap and Walker, 2006;Lapointe and Rivard, 2005;Dong, 2008;Lyytinen and Rose, 2003).…”

An integrated model of innovation drivers for smaller software firms

“…A parallel trend in the organization and management sciences focused on open innovation (Chesbrough, 2003) and open source development (Von Hippel & Von Krogh, 2003). Disruptive innovation has more recently become a focus in IS (Lyytinen & Rose, 2003). Overall, however the literature reflects the complex and multi-faceted nature of the subject; many fragmented contributions from several disciplines, many different related foci, little cross-disciplinary referencing, and thus a lack of cumulative knowledge generation in the area.…”

Healthcare service innovation based on information technology : The role of social values alignment

“…Typologies of IT-based service innovations have also been proposed (e.g. Lyytinen & Rose, 2003) and used for examining the impact of specific types of innovations on firm performance (e.g., Ordanini & Rubera 2010).…”