1 Beyond the Buzz
2 Defining Digital Disruption
Recognizing the core role of innovation in fundamental restructuring processes, we examine key elements of digital innovation to explore how and why digital disruption may emerge and generate favorable or potentially fatal conditions for different actors.The rapidly unfolding processes through which digital innovation comes to fundamentally alter historically sustainable logics for value creation and capture by unbundling and recombining linkages among resources or generating new ones.
3 Constitutive Elements of Digital Disruption
3.1 Digital Innovation
3.2 Digital Ecosystems
3.3 Value Logics
Construct | Definition | Foundational literature |
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Digital innovation | The process of combining digital and physical components to create novel devices, services or business models, bundling them to constitute and enable market offerings, and embedding them in wider sociotechnical environments to enable their diffusion, operation and use | |
Digital ecosystem | A sociotechnical network of interdependent digital technologies and associated actors that are related based on a specific context of use | |
Value logic | Foundational rationales for designing, bundling and embedding a digital innovation to fruitfully create and capture value. |
4 A Research Agenda on Digital Disruption Dynamics
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How do ideas that carry the potential for digital disruption emerge? Potentially disruptive ideas are likely to stem from a deep understanding of industries and markets as well as the actors and technologies that support them. Indicative research topics on this issue includes if, and in that case how, firms can design innovation projects to increase the potential for digital disruption.
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How can the combinatorial nature of digital innovation be leveraged to produce synergies between external selection and internal invention? The ostensible ease with which digital elements can be combined in theory may often prove to be challenging in practice. Particularly for incumbent firms that are products of existing dominant logics, acts of selection and invention may seem irrational when they conflict with this dominant logic and internal organizational and cognitive structures.
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How can digital innovation be managed and packaged to avoid that the materialization of deviant logics is halted by structures upholding a dominant logic? The deviant value logic promoted by an innovation that may induce digital disruption is likely to face resistance when introduced into existing industries and markets. This may call for proactive measures to avoid, outmaneuver or counteract obstacles hindering or constraining digital innovation in the development stage.
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How can governance structures be designed to protect against deviant logics gaining a foothold? Stopping digital disruption before it causes any harm can be crucial for actors that rely on a dominant logic and may be possible through careful governance design. However, doing so is probably only achievable for highly central ecosystem actors who can impose governance structures.
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How can digital innovations be bundled to stimulate, support and finance rapid adoption? Digital business models often rely on subsidization of one user group to attract other user groups by leveraging positive network effects. This presents the innovating organization with severe challenges, including needs to build and maintain an infrastructure that can support a rapidly growing user base and identify ways to extract financial resources from other sources.
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What environmental conditions enable a digital innovation carrying deviant logics to attain centrality? We presume that environmental conditions will be decisive for diffusion. Specifically, an interesting issue is if and how different contexts may provide conditions that either enable or constrain digital disruption.
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How may digital ecosystems be leveraged to cause digital disruption in industries not characterized by the presence of a digital ecosystem? Industries and digital ecosystems seldom share boundaries and the latter often spans a collection of actors and technologies from different industries. Through the introduction and diffusion of a digital innovation, it may therefore be possible to extend the purpose of a digital ecosystem to incorporate the particular goods or services of a specific industry and thereby subjecting it to digital disruption.
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How can digital disruption be managed at the firm-level? Since digital disruption often strikes with speed, some organizations may experience it as the rug has suddenly been pulled from under their feet. When effects of digital disruption strike a focal firm more gradually, adaptation may still be severely challenging since it is likely to infer changes that conflict with past strategic choices and investments. For both types of actors, strategies for how to deal with digital disruption are of vital importance.