Disruptive Digital Innovations Research Articles

Disruptive digital innovations in healthcare: Knowing the past and anticipating the future

The twin focus on healthcare and digital transformation during the past two decades, which was intensified by the COVID-19 pandemic to an unanticipated level, has resulted in the mushrooming of literature in the area. While this has enriched the available insights, it has also created a certain amount of confusion, and there is now a need to make sense of what has been achieved before undertaking research that contributes more meaningfully to theory and practice in the area. Motivated by this need, we systematically analyze and evaluate the existing empirical research on the topic of disruptive digital innovations in healthcare. We followed a five-step approach to identify and analyze 42 congruent studies spread across domains, publishers, and geographies to achieve our objective. The outcome of our review is a conceptual framework that could serve to motivate and support future research. First, we presented a bibliographic sketch of the literature to clarify the milieu and descriptives. Next, we performed content analysis to organize the existing evidence into meaningful streams. Towards this end, we followed a structured approach to the review by defining the scope through a matrix–form conceptual framework to guide thematic analysis. Accordingly, we reported on the findings from three perspectives—theoretical, enabler, and barrier—anchoring them in four innovation implementations/outcomes: products, services, processes, and business models. Our analysis suggests that existing scholarship has drawn upon various interdisciplinary theories to map the enablers as well as the barriers that may inhibit the adoption and usage of these disruptive innovations. Based on the findings of our structured approach, we offer useful recommendations to advance research and practice in this field.

Transformasi Model Bisnis Museum Ke Pariwisata Digital Di Indonesia

Background – Because of the Covid-19 pandemic, human travel was severely restricted and reliant on digital technology. Tourism is one of the businesses that has been obliged to adapt to digitalization in order to keep its primary source of income from travelers. The present transition to digital tourism is taking the shape of virtual tours or long-distance interactive tours, such as those seen in museums. To reach more tourists, some museums in Indonesia already entered the digitization stage by offering virtual tours and edutainment.
 Aim – This study intends to provide emphasis on the advantages and disadvantages of disruptive innovation in the sense of digitization in the tourism industry, particularly museums.
 Design / Methodology / Approach – An detailed review of existing literature regarding digital technology, disruptive digital innovation, smartphone technology, social media, internet, and mobile applications from the perspective of museum tourism was used.
 Findings – Digital museums provide a new perspective to enjoy their collections and as a diversification strategy that has the potential to bring in tourists virtually. Curators should develop websites using communication strategies that relate to their collection and focus on their visitor profile. On the other hand, there is a risk that there is a conservative opinion that digitization will reduce the integrity of physical artwork and an unstable digital ecosystem.
 Conclusion - The digitization and publication of collections online has the potential to enable access to content. It is projected that disruptive innovation in the form of changing the museum's business model will provide financial benefits and become a business diversification that can support the sustainability of the museum itself in the future.
 Research implication – In the field of management, disruptive innovation in the form of changing the museum's business model will provide financial benefits and become a business diversification that can support the sustainability of the museum itself in the future. In the field of architecture, the preservation of cultural heritage objects through digitization guarantees digital archives and provides wider educational opportunities virtually.
 Research Limitations – The breadth of coverage regarding the digitization of museums and also the many things that still need to be done in order to implement it perfectly, makes research on digitization will continue to be needed. Future studies can complement and continue to update research results so that museums can also continue to evolve.

The financial access, ICT trade balance and dark and bright sides of digitalization nexus in OECD countries

The information and communication technology (ICT) of trade balance is one of the main facilitators of any business sustainability. As ICT and financial inclusion eases access to knowledge and enhances significantly developing several human skills and competencies, its impact in industrial sectors has mainly recognized as positive. But digitalization as well arguable comes with some other challenges, while disruptive digital innovations exerted on different industries and economies. In this spirit, this study aims to measure the impact of financial access and the information and communication technology (ICT) trade balance on the dark and bright sides of digitalization. Data has been collected from 31 countries of Organisation for Economic Co-operation and Development (OECD) for the period of 2008–2019. Technological growth, technological innovation, technological performance risk and ethical proxies were used to examine the dark and bright sides of digitalization. The main findings were consistent and confirmed by the estimated panel least squares, fixed and random effects, feasible generalized least squares and system generalized method of moments (S-GMM) estimators. Financial access has found to have a significant negative impact on the digitalization proxies reflecting the dark side of digitalization in all estimators. Whereas, the ICT trade balance has found to have a significant positive impact on digitalization proxies reflecting the bright side of digitalization in most estimators. These results contribute to the policy debate on the importance of digital finance models and ICT exports awareness when promoting the bright side of digitalization. Furthermore, policy makers should monitor and update information that is disclosed digitally as the results of this study extended support the creative destruction theory which implicitly included economic innovation and the business cycle theories.

The impact of Fintech on inflation and unemployment: the case of Asia

PurposeThis study attempts to explain the impact of Fintech on the Asian economies through two main indicators, inflation and unemployment over the period 2011-2014-2017.Design/methodology/approachThis study uses panel data regression models to explain the relationship between Fintech, inflation as an indicator of currency circulation and unemployment since Fintech has disrupted the labor market.FindingsEmpirical results show a consistently strong and positive relationship between the development of financial technologies and the reduction of inflation and unemployment unless these technologies are actively used. Digital finance has become a new driver of economic development. Therefore, governors should not only improve their economies but also expand their information and communication technologies to develop their digital infrastructure, especially for businesses.Originality/valueThe present study contributes to the existing literature on the impact of disruptive digital innovation on the socioeconomic development of emerging countries. The empirical evidence highlights the importance of distinguishing between active and passive uses of Fintech in order to anticipate its economic impact.

Venturing and managing disruptive digital innovations: financial management concept motivated propositions

PurposeThere are uncertainties concerning how innovators can successfully venture into disruptive innovations and how incumbents can react to the emergence of such innovations. Disruptive digital innovations, which use information technology to disrupt business contexts and can evolve rapidly to either successes or failures, have unique challenges. The literature has largely remained silent concerning these. Also, existing studies often focus on innovations originating in developed economies and just on successful cases. There is a lack of comparative focus on successful and failure cases emerging across economies. The purpose of this paper is to fill these gaps.Design/methodology/approachThis paper assesses the evolution of disruptive digital innovations in various contexts through a financial management-motivated conceptual framework. Contrary to existing works, this paper focuses on both successful and failure cases and regards the influence of various stakeholders further to innovators and incumbents to explain the successes or failures of the innovation.FindingsThere are some common success factors for disruptive digital innovation. These include an inherent focus on social value, alignment to financiers' interests and rivals' actions and strategic collaborations to create a synergy effect.Research limitations/implicationsInnovators can cause effective digital disruption by focusing on social and financial values. Success can also largely depend on strategic partnerships rather than actions by an individual entity. Thus, venturing and managing disruptive digital innovation is not an isolated but a social process.Originality/valueThis paper recommends propositions for innovators and incumbents to venture into and confront disruptive digital innovations effectively. Its originality lies in focusing on both successful and failure cases, unexplored in literature, to develop the propositions.

Strategic Responses to Digital Disruption in Incumbent Firms– A Strategy-as-Practice Perspective

ABSTRACT Hardly any organization remains unaffected by the digitalization of society and the whole global economy is shaken by disruptive digital innovations (DDI). This calls for strategic responses from incumbent firms to remain relevant in a changing environment. This study explores the phenomenon of digital transformation and the development of digital business strategy in the context of incumbent firms, in this case, the hotel industry. We address the following research questions: 1) How are hotel organizations disrupted by digital innovations? and 2) How do they respond strategically to these disruptions? The research approach consists of multiple longitudinal case studies of two international hotel chains, offering a rich dataset. “Strategy-as-practice” is used as a theoretical lens. The results show three overall organizational responses due to DDI including: 1) relating to a new digital business environment; 2) translating strategy to practices 3) renegotiating value. Contributions include extending the existing literature on digital strategies and responses to digital disruptions in incumbent firms as well as providing implications to practice.

Public Value and Citizen-Driven Digital Innovation: A Cryptocurrency Study

ABSTRACT Public value theory was conceived in a time before the far-reaching consequences of the digital era were fully realized, without sufficient explicit consideration of the dynamic and disruptive shifts that might occur on the technological frontier, especially when driven by civil society. As such, the disruptive and citizen-driven nature of many digital technologies, such as cryptocurrencies and the blockchain, has yet to be incorporated into the public value discourse. This article examines the relevance of the public manager to disruptive digital innovations, arguing that value creation is a function of addressing the digital aspirations of citizens, and making technological disruption into a conduit for public value co-creation that is driven by citizens. This is accomplished through mechanisms such as regulatory and policy initiatives that ensure public managers strike a balance between innovation and accountability. It theorizes this using Moore’s strategic triangle to foresee a role for proactive engagement by public managers in citizen-driven public value creation that balances innovative impulses and stronger accountability.

Increasing Customer Satisfaction through Omnichannel Retailing

Customer satisfaction is one of the success factors for many retailers. With the widespread use of smartphones worldwide, retailers have adopted many new innovative and disruptive retail business models. Digitalization brings retail business into a new era and has profoundly and positively affected the business' strategy. Retailers strive to provide customers with an easy, smooth, happy, joyful, and relaxed shopping experience. One of the disruptive digital innovations in retailing is Omnichannel Retailing. The ideas are to rejuvenate, revitalize, and increase customer satisfaction during their shopping journey either at the store (offline) or through online shopping platforms. The customer shopping experience is enhanced by providing channels and touchpoints that are emerged during their shopping journey. The objective of this study is to review the customer relationship literature within the context of the omnichannel retailing perspective. This study proposes a conceptual model to understand the factors that increase customer satisfaction through omnichannel retailing.

Servitisation on consumer markets: entry and strategy in Dutch private lease markets

ABSTRACT Servitisation, which occurs when products are offered with service components as product-service bundles, has increased rapidly in consumer markets during recent years because of digitalisation. Digital technologies have enabled the emergence of peer-to-peer marketplaces and made it possible for B2B lease and rental actors to push for B2C markets. Despite extensive research on servitisation, we know little of what kinds of companies can best exploit the opportunities created by it and how digitalisation affects inter-company relationships regarding these opportunities. This article addresses these research gaps by making a revelatory case study on the entry order and strategy of established B2B lease companies to enter the B2C private leasing and carsharing markets. We collect an interview-based dataset on key companies in the Dutch car lease market, that we analyse abductively. We find that knowledge of the opportunities, position in the value chain, and resources are focal elements that define which companies are pioneers, early followers, and late entrants. In contrast to former servitisation literature, manufacturing incumbent companies are not active in exploiting opportunities created by private leasing. Additionally, we discover that the leasing companies create capabilities for private leasing themselves whereas they partner to enable carsharing. We discuss the contribution of these findings to research on disruptive innovation, servitisation, and digital innovation.

Barriers to the digitalisation and innovation of Australian Smart Real Estate: A managerial perspective on the technology non-adoption

Abstract The real estate sector brings a fortune to the global economy. But, presently, this sector is regressive and uses traditional methods and approaches. Therefore, it needs a technological transformation and innovation in line with the Industry 4.0 requirements to transform into smart real estate. However, it faces the barriers of disruptive digital technology (DDT) adoption and innovation that need effective management to enable such transformation. These barriers present managerial challenges that affect DDT adoption and innovation in smart real estate. The current study assesses these DDTs adoption and innovation barriers facing the Australian real estate sector from a managerial perspective. Based on a comprehensive review of 72 systematically retrieved and shortlisted articles, we identify 21 key barriers to digitalisation and innovation. The barriers are grouped into the technology-organisation-external environment (TOE) categories using a Fault tree. Data is collected from 102 real estate and property managers to rate and rank the identified barriers. The results show that most of the respondents are aware of the DDTs and reported AI (22.5% of respondents), big data (12.75%) and VR (12.75%) as the most critical technologies not adopted so far due to costs, organisation policies, awareness, reluctance, user demand, tech integration, government support and funding. Overall, the highest barrier (risk) scores are observed for high costs of software and hardware (T1), high complexity of the selected technology dissemination system (T2) and lack of government incentives, R&D support, policies, regulations and standards (E1). Among the TOE categories, as evident from the fault tree analysis, the highest percentage of failure to adopt the DDT is attributed to E1 in the environmental group. For the technological group, the highest failure reason is attributed to T2. And for the organisational group, the barrier with the highest failure chances for DDT adoption is the lack of organisational willingness to invest in digital marketing (O4). These barriers must be addressed to pave the way for DDT adoption and innovation in the Australian real estate sector and move towards smart real estate.

Pluralist perspectives and diverse responses: Exploring multiplexed framing in incumbent responses to digital disruption

Research applying a socio-cognitive lens to disruptive digital innovation often fails to account for intra-firm heterogeneity in how an established incumbent frames and responds to disruptive innovation. To explore the heterogeneous framing processes involved within a firm, we conducted an in-depth case study of the response of a multinational insurance group to a digitally-led disruptive innovation: the rise of internet-based general insurance aggregator platforms between 2002 and 2007. We map different response frames across three separate framing dimensions: the Challenge Type, Response Urgency and Firm Heritage, and explore their interplay in shaping responses to disruption. We introduce the idea of multiplexed framing – comprised of multiple, non-binary frames – and propose that these are holographically distributed – such that conflicting frames can be held by members of the same organizational department or group. This allows managers to leverage the ambiguity generated by multiplexed frames to select the same response strategies for different reasons leading to an equifinal resolution of conflict. We show how such framing enables the organization to trial and adaptively iterate between different strategic responses to disruptive innovation, particularly amid high uncertainty and ambiguity.

ENABLING THE UTILIZATION OF POTENTIALLY DISRUPTIVE DIGITAL INNOVATIONS BY INCUMBENTS: THE IMPACT OF CONTEXTUAL, ORGANISATIONAL, AND INDIVIDUAL FACTORS IN REGULATED CONTEXTS

Incumbents’ inertia in the face of disruptive innovations has been emphasised in prior literature. The relevance of inertia is particularly topical in the context of digital transformation. However, incumbents may be able to invest in disruptive digital innovations appropriately if they possess the motivation and ability to do so. In this paper, I use three streams of research in order to investigate contextual, organisational, and individual antecedents of incumbents’ motivation and ability to adopt and use potentially disruptive digital innovations in health care: institutional theory, the resource-based view, and technology acceptance literature. I employ factor analyses and logistic regressions to test the impact on the adoption and usage of telemedicine applications using a dataset of 9,196 European general practitioners. I examine B2B as well as B2C applications in order to determine the effect of the antecedents on different business models. My findings suggest that only isomorphic pressure, complementary assets, and perceived output quality significantly influence both adoption and usage as well as B2B and B2C business models in the same way. Formal institutions and individual factors yield ambiguous results. These findings provide important implications for the understanding of incumbents’ response to potentially disruptive digital innovations in regulated contexts.

Trust, Blockchain-based Technologies, Public Sector, and the Social Good

Many public institutions, government bodies, municipalities are experimenting with blockchain based systems, decentralized ledgers, smart contracts to deliver new innovative services to citizens, or improve the speed, efficiency, accuracy of existing ones. This short policy analysis looks at the potential mismatch between usually high-trust public institutions, and trust-minimizing technological infrastructures. We warn that, in general, we should avoid replacing a high-trust environment with a trust-minimizing technology. Pre-existing trust is very valuable, and no new technology should endanger trust which is extremely hard to build but very easy to destroy. Of course, not all institutions enjoy the trust of the citizenry. In low-trust environments the implementation of trust minimizing technologies need to consider the relative benefits and harms of the different approaches to dealing with low-trust environments. One can decide to implement a technology that is able to operate in such low-trust settings. The alternative to this is to try to implement technologies and policies that foster the emergence of trust. What is the preferable way forward: replacing distrusted public entities with trust-minimizing technologies, or improving their trustworthiness? Should we implement a trust-minimizing architecture, or a trust-maximizing one? Our institutions may be imperfect, and often produce arbitrary outcomes; sometimes they are downright oppressive. But at least there are clear lines of social, public, institutional, political and economic accountability and oversight. Such mechanisms of trust are yet to mature with regard to blockchain technologies. Unless these technologies can be brought into the fold, they remain largely unaccountable, thus fundamentally untrustworthy. And even if they are, we still don’t know which is preferable: a polycentric system of power of checks and balances, which involves democratic oversight, or an ideally decentralized and disintermediated one, where power concentration is prevented? This should be a warning to well-intentioned public servants, institutions and private actors who are looking at implementing blockchain systems in order to better their domain or be seen as innovative, or simply because they fear missing out on a technology development sold to them as a revolution. It may be worth their while not to rush. It is OK to be slow and cautious. Disruptive digital innovation that targets trust should be treated with extreme caution.

Thriving on waves of change: Case study of an agile digital business in Singapore

Much has been written and said about the need to be agile for businesses to transform themselves and adapt in the dynamic digital economy. This case study traces the history of a Singaporean IT firm from its inception in 1993 to 2019. In particular, this case study illustrates how agility has enabled the company to grow from a start-up to be among the leading IT firms in Singapore albeit operating in the dynamic IT industry that has grown increasingly volatile with the emergence of disruptive digital technology and innovation. Apart from drawing insights on organizational agility and adaptation, this case study also provides illustration on the theme of entrepreneurship and leadership as manifested through the Founder and Chief Executive Officer.

Hospitality and tourism education in an emerging digital economy

PurposeThis paper addresses the strategic industry challenge relating to new education frameworks. The paper identifies key digital literacy and employability skills that students and educators need to develop to better understand and negotiate the changing, digitally focused landscape of the hospitality and tourism industry (HTI).Design/methodology/approachContent analysis was conducted on relevant literature related to digital technologies and employability skills. In particular, the paper explores the role of digital literacy and employability skills in an emerging digital economy and the disruptive impacts on hospitality and tourism operations.FindingsThere are three key findings related to digital literacy skills and technologies: industry practitioner perspectives, employability skills and experience economy services and disruptive digital innovations. These findings are conceptualised to craft an innovative framework for technology-driven hospitality and tourism curriculum development. The framework developed in this paper will be of interest to both hospitality and tourism educators and managers in the increasingly digitalized Malaysian HTI.Originality/valueThis paper presents an innovative, collaborative framework for hospitality and tourism curriculum development in education and industry to identify and develop the required digital literacy and employability skills.

What's Next in the Digital Transformation of Financial Industry?

The recent report on FinTech to the European Commission by the Expert Group on Regulatory Obstacles to Financial Innovation (ROFIEG), of which the author was a member, noted that just 19 of the 161 largest retail and commercial businesses globally are implementing digital transformation at scale. 3 However, over the next 10 years, Europe will grow its FinTech market with existing and new players deploying Al, DLT, smart contracts, and quantum computing at scale. Al will radically transform the front, middle, and back offices of banks. However, as I conclude elsewhere,' the industry will have to manage its information architectures better if it is to fully leverage the potential of an Al to take data analytics to the next level or reduce the burgeoning costs of regulatory compliance. Significantly, innovations in smart contracts and DLT will transform the payment marketplace as they will enable crypt° assets of all types to be traded at all levels across markets. I expect that disruptive digital innovations based on the trading of cryptoassets will transform monetary and fi nancial systems. However, quantum computing with its potential to make strong Al a reality, and at a practical level to perform complex tasks, such as optimizing investment portfolios, identifying arbitrage opportunities, performing accurate credit and risks scoring, and so on, will be the fi nal step in the digital transformation of the industry. It is clear from the forgoing that no one technology is a silver ballet in digital transformation of financial institutions.

Disruptive Digital Innovation and Sharing Economy in Hospitality and Tourism Destination

The emergence of digital technology and disruptive innovation has been accepted globally by different manufacturing and service industries. As a follow up to the disruptive digital innovations, this paper is aimed to provide insights into the promise and peril of disruptive digital innovation and sharing economy, in particular as it affects the hospitality and tourism services. An extensive review of existing literature on digital technology, disruptive digital innovation, collaborative economy, smartphone technology, social media, internet and mobile applications, business-to-business (B2B), peer to peer (P2P), business-to-customer (B2C) from the perspective of hospitality, leisure, events management, travel and tourism were conducted and content analysed. Findings suggest digital technology and sharing economy provide ten disruptive innovative promises in the hospitality and tourism destinations. Similarly, study shows digital innovation and sharing economy have several destructive or perils that are specific to hospitality and tourism industry. Implications of these findings to business stakeholders in hospitality and tourism, consumers (customers, tourists, guests, travellers), and industry policy makers are discussed.

On serendipity: The happy discovery of unsought knowledge

On serendipity: The happy discovery of unsought knowledge

Agility in responding to disruptive digital innovation: Case study of an SME

AbstractDisruptive digital innovation (DDI) often creates hypercompetitive market environment that forces firms to be agile to survive and remain competitive. Whereas most studies have focused on larger firms' effort to be agile, few have looked at how small‐ and medium‐sized enterprises (SMEs) respond to DDI. The study attempts to answer the research question of how SMEs achieve agility to respond to DDI. Drawing on a case study of an innovative SME, our study develops a framework on agility based on the processes of mitigating organizational rigidity, developing innovative capabilities, and balancing the tension of organizational ambidexterity. Specifically, our findings show that for SMEs, mitigating organizational rigidity is enabled by the mechanism of achieving boundary openness while developing innovative capability is enabled by the mechanism of achieving organizational adaptability. At the same time, given the inherent challenges of resource constraints, SMEs also need to balance the tension of organizational ambidexterity.

Antecedents of Incumbents’ Motivation and Ability to Utilize Disruptive Telemedicine Innovations

Incumbents’ inertia in the face of disruptive innovations has been emphasized in prior literature. Nevertheless, incumbents may be able to invest appropriately in these innovations if they possess the motivation and ability to do so. In this paper, we use three streams of research in order to investigate contextual, organizational, and individual antecedents of incumbents’ motivation and ability to adopt and use potentially disruptive digital innovations in health care: institutional theory, the resource-based view, and technology acceptance literature. We test the impact of various antecedents on the adoption and usage of telemedicine using a dataset of 9,196 European general practitioners. Our findings from logistic regressions suggest that only isomorphic pressure, complementary assets, and perceived output quality significantly influence both adoption and usage. Formal institutions and perceived usefulness yield ambiguous results. These findings provide important implications for future analyses of antecedents of incumbents’ response to disruptive innovations.