Academic journals, analysis of
, 87
Academic research
, 50, 239
in business collaboration and partnerships to develop disruptive business strategy
, 236
Accounts function
, 174–176
Additive manufacturing
, 256
Advertising
, 72
truth in advertising/deception
, 71–72
Advertising Standards Authority (ASA)
, 72
Affiliation statistics, influential authors and
, 282
Agility and innovation
, 8–10
Analytical CRM processes
, 269
Analytical technique
, 211
Applied Analytics (AA)
, 166
Article extraction and assessment
, 28
Artificial intelligence (AI)
, 3, 7–8, 10, 13, 21–22, 49, 84–85, 127, 140, 171–172, 174–175, 177, 185–186, 194–195, 206–207, 256, 260–261, 276, 284
AI-driven analytics
, 172
AI-driven process automation
, 13
landscape in services and marketing
, 11
transformative potential of
, 147–148
Augmented reality (AR)
, 49, 99, 118, 140, 143, 145, 256
technology
, 143
transformative potential of
, 147–148
Authentic narratives, crafting
, 146
Automated technologies
, 166
Automation
, 190–191
capabilities
, 265
of payment processing
, 266
of processes
, 174
Behavioral direction
, 245–246
Beyond 5G wireless networks (B5G wireless networks)
, 196–197
Bibliographic coupling
, 52–53, 123
Bibliometric analysis
, 24–25, 41, 84, 86, 119, 121, 123, 216, 235, 277
co-authorship and citation analysis
, 122
evolution and distribution of publications
, 121
of metaverse research
, 104
research areas originating from
, 126–127
Bibliometric assessment
, 101
Bibliometric coupling
, 121, 123
Bibliometric examination
, 103
Bibliometric review and directions
analysis and results
, 279–285
co-occurrence keywords
, 282–285
common threads explored across studies
, 286–287
country-wise publication
, 280–281
findings
, 286–287
implications
, 287–288
influential authors and affiliation statistics
, 282
leading publishing journals
, 282
limitations and future research
, 288–289
research methodology
, 278–279
scientific publications per year
, 280
Bibliometric software
, 85–86
Bibliometrics analysis
, 100–101
application of
, 101–103
Biblioshiny R studio
, 208–209
Big data
, 195, 256, 264, 276, 284
analytics tools
, 58–59
Biodegradable materials
, 76–77
Blockchain
, 3, 13, 107, 173–174, 194–195, 206
in finance
, 7–8
Blockchain technology (BT)
, 7–8, 10, 196, 264, 266
Bottom-up change management
, 22
Burst keywords, analysis of
, 89–91
Burst literature
analysis of
, 89–91
analysis of burst keywords
, 89–91
analysis of co-citation
, 91–92
analysis of thematic and emerging trends
, 91
Business (es)
, 68, 70, 73, 179
collaboration and partnerships to develop disruptive business strategy academic research
, 236
environment
, 206
performance
, 174, 180
research
, 239
Business model innovation
, 4–6
value capture
, 5–6
value proposition creation
, 4–5
Business strategy
, 244
academic research in business collaboration and partnerships to develop disruptive business strategy
, 236
background
, 231–232
behavioral direction
, 245–246
collaborative focus
, 243–244
disruptive innovation focus
, 242–243
future research directions
, 244–248
knowledge creation direction
, 247–248
research design
, 232–236
resource-based direction
, 247
results
, 236–244
structural direction
, 246–247
structural focus
, 244
theoretical and methodological approaches used in studies
, 236–244
Call center integration
, 266
Cashless payment methods
, 167–168
Change
innovation/organization performance in age of
, 214–215, 219
leadership style and adapting to
, 219
Change management
, 38–39
article extraction and assessment
, 28
citation network analysis
, 34–36
cluster analysis
, 36–40
co-citation analysis
, 36
database selection
, 27
framework to develop disruptive innovation strategies and well-being
, 40
future research direction
, 41
implications
, 40–41
keyword co-occurrence analysis
, 32
literature review
, 20–25
management support to handle crisis
, 40
methodology
, 25–28
organizational resources pathway for handling disruptive innovation
, 39
process
, 40–41
research for management of disruptive innovation
, 38–39
research questions
, 29–40
search strategy
, 28
strategy building based on market and competitor’s plan
, 39–40
top cited sources
, 30–31
top contributing authors
, 29
yearly publication trend analysis
, 29–32
Citation analysis
, 121–122
network analysis
, 34–36
over years
, 104
CiteSpace software
, 86–89, 91, 93–94
Clinical decision support
, 84
Clinical decision support system (CDSS)
, 89–90
Cloud computing
, 7–8, 10, 194–195, 206
Cluster analysis
, 36, 38–41, 89, 235
Co-authorship
, 122
evaluating level of
, 120–121
Co-citation analysis
, 32, 36, 91–92
of articles
, 211
Co-occurrence keywords
, 282–285
Co-word networks, analysis of
, 88–89
Collaborative arrangements
, 232, 241–242
Collaborative disruptive innovation
, 240
Collaborative focus
, 243–244
Collaborative innovation
, 231–232
Communication
, 20
protocols
, 171
sector
, 196–197
Community involvement
, 144–145
Competitive advantage, leveraging technology for
, 143–144
Competitor’s plan, strategy building based on
, 39–40
Compound annual growth rate (CAGR)
, 171
Content marketing in heritage tourism, role of
, 146
Context-sensitive empirical research
, 24
Coopetition
, 232, 243–244
Core authors, analysis of
, 87–88
Core business theories
, 127
Corporate ethical code
, 79
Corporate Social Responsibility (CSR)
, 214, 219
Correspondence analysis method
, 211–212
Cost structure innovation
, 3
Country-wise publication analysis
, 52–53
COVID-19 pandemic
, 84, 89–90, 127, 129, 191
Cultural festivals
, 140–141
Cultural preservation
, 145
Cultural sensitivity
, 148
Cultural tourism, sustainability imperative in
, 147
Customer centricity
, 8–10
in digital age
, 10
Customer Relationship Management (CRM)
, 125
Cutting-edge technology
, 57
Data as strategic asset for heritage tourism
, 142–143
Data in heritage tourism
, 148–149
Data mining techniques
, 264
Data reduction technique
, 211–212
Data-gathering methods
, 72–73
Data–driven marketing and promotion
, 146–147
Decision-making process
, 89–90, 180, 193–194, 207, 214
Design marketing
ethical concerns in design marketing and research propositions
, 71–78
growth in ethics in
, 69–70
Digital age
, 69–70
celebrating heritage in
, 144–145
Digital assistance systems
, 84
Digital enigma
accessibility
, 75–76
competitive pressure, consumer awareness, and regulatory environment as moderators
, 78
ethical concerns in design marketing and research propositions
, 71–78
growth in ethics in design marketing
, 69–70
key aspects among ethics in design marketing
, 70
manipulation
, 73–74
methodology
, 69
privacy
, 72–73
representation and diversity
, 74–75
social responsibility
, 77
sustainability
, 76–77
truth in advertising/deception
, 71–72
Digital innovations
, 143–144
Digital landscape in services and marketing
, 11
Digital marketing
, 142–143
Digital preservation strategies
, 144
Digital technologies
, 177, 191–192
Digital transformation
, 6–7, 194
in healthcare
, 191
Digital Transformation Evaluation Model (DTEM)
, 208
Disruption
, 8, 10, 20, 48, 165, 167, 185–186
Disruptive breakthroughs
, 174
Disruptive business
academic research in business collaboration and partnerships to develop
, 236
collaboration
, 231–232, 236–237
model innovation perspective
, 187–188
strategies
, 2–3, 6–7, 10, 231–232, 241–242
Disruptive collaboration
, 239–240
Disruptive collaborative arrangements
, 230–231, 241
Disruptive developments
, 164
Disruptive innovations
, 11, 20, 32, 48, 164–165, 186–187, 232, 240, 248
accounts function
, 174–176
analysis
, 50–53
articles publication per year
, 50–52
businesses
, 180
challenges in RPA adoption
, 176
concept
, 187, 189
country-wise publication analysis
, 52–53
focus
, 242–243
framework to develop disruptive innovation strategies
, 40
future research directions
, 58–59
HR
, 176–178
methodology
, 50
methods-innovation review
, 167–173
negative impact of
, 178
objectives
, 164–165
organizational resources pathway for handling
, 39
research for management of
, 38–39
research objectives
, 49
research questions
, 49
results
, 173–178
technological disruptions in hospitality industry
, 54–56
technology disruption in hospitality industry
, 49–50
theory and literature review background
, 165–166
trends and challenges
, 57
word cloud analysis
, 53
Disruptive product technologies
, 164
Disruptive technologies
, 1–2, 6–7, 57, 173, 177–178, 186, 190–191, 219, 230, 244, 256
business model innovation
, 4–6
contribution of volume
, 10–13
disruptive business strategies
, 2–3
disruptive innovation and technology
, 188
disruptive innovations and market transformation
, 11
disruptive vs. sustaining technology
, 188–189
dynamic capabilities
, 3–4
evolving digital and AI landscape in services and marketing
, 11
key disruptive business strategies
, 8–10
key disruptive technologies
, 6–8
key elements of disruptive technology in literature
, 189
methodology
, 189–190
overview of smart technologies and services
, 12–13
sector-specific technological disruptions
, 12
strategic perspectives in business and technology
, 12
theory
, 186–189
Diverse cultural and historical assets in heritage tourism
, 140–141
“Dynamic capabilities” model
, 3–4, 22
Dynamic landscape of heritage tourism
, 144
Dynamism of technological change
, 206
Healthcare
, 263–264
informatics
, 84
and medicine
, 87
Heritage in digital age, celebrating
, 144–145
Heritage tourism
, 138, 140, 143, 151–152, 154
data, technology, and sustainability triad in
, 148–149
data as strategic asset for
, 142–143
in data-driven world
, 138
diverse cultural and historical assets in
, 140–141
elevation
, 149–151
fostering collaboration and innovation
, 149–151
heritage tourism 2. 0
, 147–148
key to SCA in
, 145
navigating uncharted territory
, 151
practical recommendations to enhance tourism
, 150
research horizons in
, 151
SCA in
, 141–142
storytelling and content marketing in
, 146
sustainable practices in
, 147
High-resolution imaging
, 144–145
HistCite software
, 86, 93–94, 211
Historical tourism (see Heritage tourism)
Hospitality
, 170, 264, 266
industry
, 48–50, 118–119, 127, 186
sector
, 193–194
services concept
, 264
technology disruption in
, 49–50, 54, 56
Human resource management (HRM)
, 91
Human resources (HR)
, 176, 178, 260–261
Human–robot interaction (HRI)
, 57
Inclusion criteria
, 209, 233
Indigenous cultural tourism
, 140–141
Information and communications technology (ICT)
, 34, 36, 49
Information technology (IT)
, 22–23, 49
Information-gathering phenomenon
, 276–277
Infrastructure as a Service (IaaS)
, 8–10
Innovations
, 20–21, 48, 50, 167, 218
and agility in service delivery
, 8–10
collaborations
, 230, 248
performance in age of change
, 214–215, 219
Institutional theory
, 242
Intelligent machine systems
, 53–54
International Symbol of Access, The
, 75
Internet of Things (IoT)
, 3, 7–8, 10, 49, 79, 147–148, 170–171, 186, 194–195, 206, 276–277
applications
, 280
context
, 256
Interoperability and integration challenges
, 267–268
Machine Learning (ML)
, 7–8, 207, 256, 276
Management support to handle crisis
, 40
Market
re-segmentation
, 3
strategy building based on
, 39–40
transformation
, 11
Marketing
, 75, 277–279
industry
, 74
projects
, 77
tactics
, 76
Medical AI
, 84
analysis of academic journals
, 87
analysis of amount of publications
, 86–87
analysis of burst literature
, 89–91
analysis of co-word networks
, 88–89
analysis of core authors
, 87–88
data collection
, 86
findings
, 92–93
implications
, 93–94
limitations and directions of research
, 94
literature review
, 85
method
, 85–86
research
, 85, 87, 93–94
research instrument
, 85–86
results
, 86–92
Medical services and treatment
, 100
Medical treatment
, 84, 87
Metaverse marketing
, 107
application of bibliometrics analysis
, 101–103
applications of metaverse
, 99–100
bibliometrics analysis
, 100–101
citations analysis over years
, 104
future of
, 111
importance of metaverse
, 98–99
keyword analysis
, 106–107
metaverse marketing
, 107
publications over years
, 104
research methodology
, 103–108
review of literature
, 100–103
top cited articles in metaverse
, 104–106
top cited articles on metaverse in business, accounting, decisions, and social sciences
, 105
top contributing authors
, 107–108
top contributing countries
, 108–109
top contributing institutions
, 107–108
Methods-innovation review
, 167–173
AI
, 171–172
blockchain
, 173
IoT
, 170–171
new business models
, 167–170
3D printing
, 172–173
trends of disruptive innovation
, 168
Mobility as a Service
, 195–196
Multidimensional scaling-MDS
, 211–212
Multinational corporations
, 165–166
Multiple correspondence analysis (MCA)
, 211–212, 235
Science mapping analysis tools
, 208–209
Scopus database
, 27, 50, 209, 218–219, 278
Sector-based applications
, 262–267
Sector-specific technological disruptions
, 12
Self–Service Technology (SST)
, 118, 126
bibliometric analysis
, 121–123
bibliometric coupling
, 121, 123
context
, 128
data collection
, 120
evaluating level of co-authorship
, 120–121
findings
, 121–126
future research areas
, 126–128
future research areas originating from TCCM analysis
, 127–128
methodology
, 119, 121, 128
research
, 126–129
research areas originating from bibliometric analysis
, 126–127
TCCM analysis
, 124–126
theory
, 127
tracking evolution of SST research
, 120
usage
, 118–119, 125–126
variable
, 128
Sensor-based smart technologies
, 256
Service delivery concepts
, 259–260
Service encounter concepts
, 259–260
Service level agreements (SLAs)
, 267–268
Service sector
, 256
smart technologies as enabler of
, 259–261
Services sector
, 190, 197
Skills and training for digital transformation
, 23–24
Small and medium enterprises (SMEs)
, 285
Smart fleet management
, 262
Smart service systems, challenges for implementing
, 267–268
Smart technologies
, 197
challenges for implementing smart service systems
, 267–268
financial services
, 266–267
future research agenda
, 269–270
health care
, 263–264
hospitality
, 264–266
methodology
, 257
retail
, 263
sector-based applications
, 262–267
in service systems
, 12–13
smart technologies as enabler of service sector
, 259–261
technologies involved, applications, and benefits for major service sectors
, 258
transportation and logistics
, 262
Smart traceability systems
, 264
Social capital in technological disruption
, 215, 219–220
Social contract theory
, 242
Social exchange theory
, 125
Social responsibility
, 77
Social Sciences Citation Index core databases
, 86
Software as a Service (SaaS)
, 8–10
Stakeholders, practical recommendations for
, 149–151
Storytelling in heritage tourism, role of
, 146
Strategic alignment in smart ecosystems
, 206
Strategic leadership
, 206
analytical technique
, 211
conceptual background
, 208
inclusion criteria
, 209
innovation/organization performance in age of change
, 214–215, 219
leadership development amid technological change
, 215–216, 220, 222
leadership style and adapting to change
, 212, 214, 219
limitations and future research directions
, 218–222
network analysis
, 211–212
results
, 211–216
review methodology
, 208–209
search terms
, 209
social capital’s role in technological disruption
, 215, 219–220
upper echelons, CSR, and influence of technological change
, 214, 219
Strategy building based on market and competitor’s plan
, 39–40
Structural direction
, 246–247
Structural Holes Theory
, 246
Structures equation modeling
, 126
Subscription/Service-as-a-Model (SaaM)
, 8–10
Subsectors
communication sector
, 196–197
education sector
, 192–193
financial sector
, 194–195
health sector
, 191–192
review of
, 190–197
tourism and hospitality sector
, 193–194
transport sector
, 195–196
Sustainability
, 76–77, 153
imperative in cultural tourism
, 147
triad in heritage tourism
, 148–149
Sustainable competitive advantage (SCA)
, 140
celebrating heritage in digital age
, 144–145
competing interest
, 155
crafting authentic narratives
, 146
data as strategic asset for heritage tourism
, 142–143
data availability
, 155
data-driven marketing and promotion
, 146–147
diverse cultural and historical assets in heritage tourism
, 140–141
elevating heritage tourism
, 149–151
forging
, 148–149
funding statement
, 155
future research scope
, 154
in heritage tourism
, 141–142
heritage tourism 2.0
, 147–148
heritage tourism in data-driven world
, 138
leveraging technology for competitive advantage
, 143–144
research horizons in
, 151
research methodology
, 138–140
results
, 151–154
safeguarding culture
, 145
static and ever-changing factors in heritage tourism
, 152
sustaining past for future
, 147
Sustainable conservation practices
, 144–145
Sustainable innovation management
, 34–36
Sustainable practices in heritage tourism
, 147
preserving our heritage
, 147
Sustainable tourism, data and technology shape
, 144–145
Sustaining technology
, 188–189
Systematic literature review (SLR)
, 25, 138, 190
Technological advancements
, 206, 220, 230
Technological change, upper echelons, CSR, and influence of
, 214, 219
Technological disruptions
, 57–58, 230
in hospitality industry
, 54–56
literature review
, 186–190
review of subsectors
, 190–197
scope for future studies
, 198
social capital’s role in
, 215, 219–220
theory of disruptive technology
, 186–189
Technological innovation
, 216
Technological transformation
, 270
Technology acceptance model
, 127
Technology disruption in hospitality industry
, 49–50
Technology in heritage tourism
, 148–149
Technology readiness index
, 118–119
Technology-based transformation
, 256
Technology-supported self-service
, 259–260
Thematic analysis
, 211–212
Theory, Context, Characteristics, Methodology-based analysis (TCCM-based analysis)
, 119
analysis
, 124–126
characteristics
, 125–126
context
, 125
framework
, 119
future research areas originating from
, 127–128
methodology
, 126
theories
, 124–125
Three-field plot diagram
, 31–32
Top-down change management
, 22
Total link strength (TLS)
, 32
Tourism
, 118–119, 127, 193–194
businesses
, 49
experience
, 144–145
industry
, 50, 138
Traditional business school model
, 179
Traditional linear business models
, 8–10
Traditional manufacturing epoch
, 50
Transaction Cost Economics (TCE)
, 237–239
Transformational leadership style
, 212–214
Transport sector
, 195–196
Transportation as a Service
, 195–196
Two-mode network analysis
, 235