Index

Review of Technologies and Disruptive Business Strategies

ISBN: 978-1-83797-457-3, eISBN: 978-1-83797-456-6

ISSN: 2754-5865

Publication date: 9 October 2024

This content is currently only available as a PDF

Citation

(2024), "Index", Singh Kaurav, R.P. and Mishra, V. (Ed.) Review of Technologies and Disruptive Business Strategies (Review of Management Literature, Vol. 3), Emerald Publishing Limited, Leeds, pp. 293-304. https://doi.org/10.1108/S2754-586520240000003021

Publisher

:

Emerald Publishing Limited

Copyright © 2024 Rahul Pratap Singh Kaurav and Vinaytosh Mishra. Published under exclusive licence by Emerald Publishing Limited


INDEX

Academic journals, analysis of
, 87

Academic research
, 50, 239

in business collaboration and partnerships to develop disruptive business strategy
, 236

Academic study
, 69–70

Accessibility
, 75–76

Accounting industry
, 174

Accounts function
, 174–176

Adaptability
, 180

Additive manufacturing
, 256

Advanced analytics
, 174

Advertising
, 72

truth in advertising/deception
, 71–72

Advertising Standards Authority (ASA)
, 72

Affiliation statistics, influential authors and
, 282

Agility and innovation
, 8–10

AHP
, 41

Airbnb
, 167–168

Algorithmic ethics
, 84

AMP Robotics
, 76–77

Analytical CRM processes
, 269

Analytical technique
, 211

Apple
, 68, 230

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 checkout
, 263

Automated technologies
, 166

Automation
, 190–191

capabilities
, 265

of payment processing
, 266

of processes
, 174

Autonomous devices
, 49

Axie Infinity
, 111

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

Bibliometrix
, 25

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

Centrality
, 34–36

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

Chatbots
, 260–261

ChatGPT tool
, 84

Citation analysis
, 121–122

network analysis
, 34–36

over years
, 104

CiteSpace software
, 86–89, 91, 93–94

citNetExplorer
, 211

Classical ATMs
, 266

Clinical decision support
, 84

Clinical decision support system (CDSS)
, 89–90

Cloud
, 256

Cloud computing
, 7–8, 10, 194–195, 206

Cluster analysis
, 36, 38–41, 89, 235

Clustering results
, 89

Co-author analysis
, 120

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 analysis
, 120

Co-word networks, analysis of
, 88–89

Coca-Cola
, 111

Collaborative arrangements
, 232, 241–242

Collaborative disruptive innovation
, 240

Collaborative focus
, 243–244

Collaborative innovation
, 231–232

Communication
, 20

protocols
, 171

sector
, 196–197

Communicative robots
, 57

Community involvement
, 144–145

Companies
, 180–181

Competitive advantage, leveraging technology for
, 143–144

Competitive pressure
, 78

Competitor’s plan, strategy building based on
, 39–40

Compound annual growth rate (CAGR)
, 171

Consumer awareness
, 78

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 experience
, 4

Customer Relationship Management (CRM)
, 125

Cutting-edge technology
, 57

Dark patterns
, 73–74

Data as strategic asset for heritage tourism
, 142–143

Data collection
, 86, 209

Data in heritage tourism
, 148–149

Data mining techniques
, 264

Data reduction technique
, 211–212

Data-gathering methods
, 72–73

Database selection
, 27

Data–driven marketing and promotion
, 146–147

Decision-making process
, 89–90, 180, 193–194, 207, 214

DEMATEL
, 41

Design marketing

ethical concerns in design marketing and research propositions
, 71–78

growth in ethics in
, 69–70

Design thinking
, 34–36

Designers
, 75–77

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 health
, 91

Digital innovations
, 143–144

Digital landscape in services and marketing
, 11

Digital marketing
, 142–143

Digital nomadism
, 8–10

Digital operation
, 175

Digital preservation strategies
, 144

Digital technologies
, 177, 191–192

Digital transformation
, 6–7, 194

in healthcare
, 191

Digital Transformation Evaluation Model (DTEM)
, 208

Digital twins
, 147–148

Digitization
, 179

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

Diversity
, 74–75

Drones
, 186

Drug development
, 84

“Dynamic capabilities” model
, 3–4, 22

Dynamic landscape of heritage tourism
, 144

Dynamism of technological change
, 206

E-commerce
, 266

E-health
, 89–90

Education sector
, 192–193

Embedding technologies
, 260–261

Emerging technologies
, 174

Emotional values
, 129

End-to-end visibility
, 262

Enterprises
, 180

Entrepreneurial-oriented leaders
, 212–214

Environmental sensing
, 262

Ethical Advertising and Marketing Alliance (EAMA)
, 79

Ethical concerns
, 178

Ethical considerations in AI applications
, 11

Ethical design
, 75

Ethical evaluation of marketing
, 68–69

Ethical Marketing Forum (EMF)
, 79

Ethics in design marketing, growth in
, 69–70

Exclusion criterion
, 278

Expansion phase
, 5

Exploration phase
, 5

Extraction process
, 28

Fear of missing out (FOMO)
, 74

Federal Trade Commission (FTC)
, 72

Fifth generation wireless networks (5G wireless networks)
, 196–197

Financial sector
, 194–195

Financial services
, 266–267

Fintech
, 22–23

5G

technologies
, 7–8, 10

transformative potential of
, 147–148

Formalized collaborations
, 239–240

Fortnite
, 111

Fourth Industrial Revolution
, 276–277

FUZZY-AHP
, 41

Gephi
, 25

Global network coopetition (GNC)
, 240, 244

Globalization
, 230

Google
, 230

Guest experience customization
, 265

Health management
, 84

Health sector
, 191–192

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

Hiring process
, 178

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

HouseTrip
, 167–168

Human capital
, 215

Human resource management (HRM)
, 91

Human resources (HR)
, 176, 178, 260–261

Human–robot interaction (HRI)
, 57

Inclusion criteria
, 209, 233

India
, 108

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

Innovators
, 164

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

Key disruptive business strategies
, 8–10

Key risk indicators (KRIs)
, 175

Keyword analysis
, 106–107

Keyword co-occurrence analysis
, 32

Kiosk technologies
, 127

Knowledge creation direction
, 247–248

Knowledge-based view (KBV)
, 242

Knowledge-sharing mechanisms
, 242

Leaders
, 221–222

Leadership
, 22

development amid technological change
, 215–216, 220, 222

implications for practice
, 220–222

practices
, 220–221

style and adapting to change
, 212, 214, 219

Lens platform
, 233

Leveraging technology for competitive advantage
, 143–144

Literature review
, 49

medical AI research
, 85

methodology
, 257

Local artisans
, 138

Local citations (LCS)
, 91

Log-likelihood algorithm (LLR algorithm)
, 89

Logistics
, 262

Low-end disruptive strategies
, 167

Machine Learning (ML)
, 7–8, 207, 256, 276

Management support to handle crisis
, 40

Manipulation
, 73–74

Market

re-segmentation
, 3

strategy building based on
, 39–40

transformation
, 11

Marketers
, 71–72, 75–77

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 imaging
, 84

Medical robotics
, 84

Medical services and treatment
, 100

Medical treatment
, 84, 87

Meta-analysis
, 25

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

Minecraft
, 111

Mixed reality
, 108

Mobile apps
, 143

Mobile devices
, 193–194

Mobility as a Service
, 195–196

Moral standards
, 73–74

Multidimensional scaling-MDS
, 211–212

Multinational corporations
, 165–166

Multiple correspondence analysis (MCA)
, 211–212, 235

Network analysis
, 32, 211–212

co-citation analysis of articles
, 211

thematic analysis s
, 211–212

Networks
, 236–237, 240

New business models
, 167–170

strategies
, 48–49

New product development (NPD)
, 207

Nike
, 111

Nonfungible tokens (NFT)
, 266

Noninvasive scanning techniques
, 144–145

OLA
, 167–168

Omnichannel service delivery
, 256

Online analytical processing (OLAP)
, 264

Online booking platforms
, 118

Organization performance in age of change
, 214–215, 219

Organizational adaptability
, 219

Organizational ambidexterity
, 22

Organizational culture
, 165–166

Organizational resources pathway for handling disruptive innovation
, 39

Organizations
, 217–218, 221–222

Pajek
, 25

Personalized marketing
, 146

Planning, organizing, writing, embedding, and reflecting (POWER)
, 50

PlasticRoad (Company)
, 76–77

Platform as a Service (PaaS)
, 8–10

Platform models
, 8–10

Post-traumatic stress disorder (PTSD)
, 89–90

Precision medicine
, 84

Predictive algorithms
, 207

Predictive analytics
, 176

Predictive modeling
, 172, 194–195

Preferred Reporting Items for Systematic Reviews and Meta-Analysis protocol (PRISMA protocol)
, 50

approach
, 41

flowchart selection process
, 233

framework
, 231, 233, 248

guidelines
, 25–27

Privacy
, 72–73

Process automation
, 259

Prototyping process
, 172–173

Quantitative approach
, 93–94

Quantitative tools
, 41

R Studio
, 211

R-squared value
, 86–87

Radio-frequency identification-based logistics perspective (RFID-based logistics perspective)
, 256

Re-engineered automated business processes
, 268

Regulatory environment as moderators
, 78

Regulatory frameworks
, 144–145

Reinforcement phase
, 5

Relational capital concept
, 240

Relational techniques
, 25, 119

Remote patient monitoring
, 264

Remote work
, 8–10

Research
, 22

Research and development (R&D)
, 287

Research areas originating from bibliometric analysis
, 126–127

Research design
, 232–236

methods
, 233–236

search strategy
, 233

Research horizons in heritage tourism and SCA
, 151

Research hotspots
, 84

Research instrument
, 85–86

Research methodology
, 138, 140, 278–279

Resource Dependence Theory (RDT)
, 241

Resource-based direction
, 247

Resource-based view (RBV)
, 241–242

Responsibility rules
, 72

Retail
, 263

Review techniques
, 25

Ride-sharing applications
, 167–168

Robo-advisers
, 194–195

Robot
, 89–90

Robotic process automation (RPA)
, 174–175, 177–179

challenges in RPA adoption
, 176

gain
, 177

Robotics
, 256

Samsung
, 111

Sankey diagram
, 31–32

Scholars
, 24–25

Science mapping analysis tools
, 208–209

Scoping review
, 190

Scopus database
, 27, 50, 209, 218–219, 278

Screening process
, 41

Search strategy
, 28, 233

Sector-based applications
, 262–267

Sector-specific technological disruptions
, 12

Security
, 13

Segmentation
, 146

Self-service
, 263

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

Semantic analysis
, 32

Sensor technologies
, 171

Sensor-based smart technologies
, 256

Service concept
, 257

Service delivery concepts
, 259–260

Service encounter concepts
, 259–260

Service industries
, 170

Service level agreements (SLAs)
, 267–268

Service sector
, 256

smart technologies as enabler of
, 259–261

Service systems
, 256–257

Services sector
, 190, 197

Signal
, 72–73

Simulation
, 256

Skills and training for digital transformation
, 23–24

Small and medium enterprises (SMEs)
, 285

Smart beds
, 263–264

Smart contracts
, 174

Smart devices
, 263–264

Smart environments
, 49

Smart fleet management
, 262

Smart hospitality
, 193

Smart logistics
, 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 tourism
, 193

Smart traceability systems
, 264

Smart watches
, 263–264

Social capital in technological disruption
, 215, 219–220

Social contract theory
, 242

Social exchange theory
, 125

Social media
, 285

Social responsibility
, 77

Social robots
, 57

Social Sciences Citation Index core databases
, 86

Social theories
, 127

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 leaders
, 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 focus
, 244

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

Supply chain (SC)
, 256

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

Systematic review
, 231

Tag cloud
, 53

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

Telehealth
, 191

Telematics
, 194–195

Telemedicine
, 192

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

3D printing
, 172–173

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

Transformation
, 178–179

Transformational leadership style
, 212–214

Transport industry
, 186

Transport sector
, 195–196

Transportation
, 262

Transportation as a Service
, 195–196

Trendline formula
, 86–87

Two-mode network analysis
, 235

Uber
, 167–168, 195–196

Uncharted territory navigation
, 151

Uniform Partnership Act (UPA)
, 230

Upper Echelon theory
, 208, 214, 219

Value capture
, 5–6

Value proposition creation
, 4–5

Vatican Museums in Vatican City, The
, 144

Virtual Cultural Exchange
, 147–148

Virtual exchange
, 100

Virtual reality (VR)
, 99, 118, 141–143, 256

Visualization tools
, 25, 86

Volatile, uncertain, complex, and ambiguous business condition (VUCA business condition)
, 2695

VOSviewer software version 1.6.19.0
, 278–279

Wearable devices
, 266

Weighted adjacency matrix
, 236

Well-being, framework to develop
, 40

Word cloud analysis
, 53

World Heritage Sites
, 140–141

Xbox Adaptive Controller
, 75–76

Yearly publication trend analysis
, 29–32

Prelims
Leveraging Disruptive Technologies and Strategies for Competitive Advantage
Section 1 Disruptive Innovations and Market Transformation
Change Management in the Adoption of Disruptive Innovation: A Critical Review
A Systematic Review of the Hospitality and Tourism Industry Through the Lens of Disruptive Innovations
Section 2 Evolving Digital and Artificial Intelligence Landscape in Services and Marketing
Digital Enigma: Understanding Ethical Dilemmas in Design and Marketing
A Bibliometric Analysis and Visualization of Medical Artificial Intelligence Research
Metaverse Marketing: A Guide to Reaching the Next Generation of Consumers
Section 3 Sector-Specific Technological Disruptions
A Review of Self-Service Technology Adoption in the Tourism and Hospitality Industry
Sustainable Competitive Advantage in Heritage Tourism: Leveraging Cultural Legacy in a Data-Driven World
Transformative Influence of Disruptive Innovations on Markets and Business Performance
A Literature Survey of Technological Disruptions in the Service Sector
Section 4 Strategic Perspectives in Business and Technology
Navigating Strategic Leadership: Unraveling the Dynamics of Technological Innovation in Organizations
Collaborative Arrangements in Developing Successful Business Strategies: Literature Review
Section 5 Overview of Smart Technologies and Services
A Literature Review on Smart Technologies in Service Systems: HOW Should We Work in Future?
Exploring the Internet of Things-Marketing Connection: A Bibliometric Review and Directions for Future Research
Index