Innovation management

Abstract

To begin with, a comprehensive and reflective review of the relevant literature on Disruptive Innovation (DI) is conducted and a number of key research directions within and outside the DI domain are proposed, followed by managerial implications. I continued to advance the knowledge in the front end of DI creation by empirically studying how disruptive technologies could be created purposefully as technology options for potential DIs. 4 R&D strategies are identified, namely miniaturization, simplification, augmentation and exploitation for another application. Their wide applications in many extant DI cases have been discussed. Finally, in a typical disruptive context, a study on the relative contributions of creation versus discovery of entrepreneurial opportunities to firmsb longevity shows that discovery is insignificantly different from creation and combination of both is significantly better than doing either one. It is really about the degree of discovery versus creation or the balance between the two.