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The purpose of this study is to ascertain the drivers of digital disruption and its consequences from a managerial viewpoint. Understanding the drivers and consequences of digital disruption can help business managers modify and align their organizational structures and strategies with digital disruptors to promote survival in the marketplace.

This study used survey data from US managers. Of 1,000 managers, 272 provided responses eligible for use in the analysis. The study used EQS 6.2 software to analyze the data.

Eight hypothesized relationships were tested in this study. The results of this study indicate that convergence of intelligence, convergence of technology, support from C-level executives, organizational cultures of innovation and managerial skills act as drivers of digital disruption. The results also show that digital disruption improves both user experience and firms’ digital disruptive performance.

This study builds upon the disruptive innovation theory. This study demonstrates that both technology- and organization-induced drivers serve as predictors of digital disruption. Digital disruption affects user experience and firms’ digital disruptive performance. In addition, user experience influences firms’ digital disruptive performance. Overall, this study improves our understanding of the role of technology- and organization-induced drivers of businesses’ responses to digital disruption and provides contributions to theory and practice.

As social media have become very popular and an integral part of the world economy in recent years, identifying factors that influence consumers’ attitudes toward social media sites has become a major goal of many researchers in academia and industry. This paper aims to identify factors that predict consumers’ attitudes and intentions toward usage of Instagram, a relatively new social media tool. In addition, it examines the role of an important dimension of culture – individualism vs collectivism –to determine cultural influences on the adoption of social media in the USA (i.e. an individualistic culture) and Kuwait (i.e. a collectivist culture).

Data were collected from a convenience sample of undergraduate business and MBA students from Kuwait and the USA. To validate the measures for the constructs depicted in the conceptual model, the authors conducted an exploratory factor analysis using all items. They then conducted a confirmatory factor analysis to further evaluate the adequacy and validity of the measurement model. They also tested the hypotheses using structural equation modeling (SEM).

Out of the nine hypotheses that were tested for significance, the SEM results indicated that seven hypotheses were significant. The results indicated a non-significant result between perceived critical mass is not a predictor of perceived usefulness and social influence to attitude.

The current study has some limitations that need to be recognized and can be used as guidelines for future research. First, college students represent only a portion of online users and may impact the external validity of our study. Hence, a more diverse sample with a broader range of ages, incomes, education levels, cultures and national origins would be advisable. Second, this study featured a dynamically continuous innovation (Instagram) rather than a discontinuous innovation. Third, other factors can be carried out to see other variables other than those described in this study to predict consumer’s attitude and intention to use the social media.

Cultural characteristics such as individualism/collectivism would seem to be potentially useful when segmenting countries. The results of the current study indicate that the modified model is applicable to a cross-national group of social media users. This study demonstrates the impact of cultural characteristics on various technology adoption. Hence, managers must be aware that countries can be grouped according to the type of cultural effect within each. Each social media category, clusters can be formed consisting of countries that are expected to have similar usage patterns based on technological capability and social norms. By understanding the factors that influence each cluster of countries, firms can design customized social media programs.

This research provides valuable information to better understand the consumers’ attitudes and intentions toward the emerging social media landscape. Indeed, the popularity of social media has greatly changed the way in which people communicate in today’s world. In particular, Instagram has gradually become a major communication media for both social and business purposes. This research shed light into the factors that influence intentions to adopt social media across different cultures. It empirically examines the role of culture – individualism vs collectivism – by using two samples (i.e. Kuwait and the USA) to determine cultural influences on the adoption of social media in different cultures.

Using data drawn from Kuwait and US samples, this current study draws upon the theory of reasoned action (Fishbein and Ajzen, 1975) and the technology acceptance model (Davis, 1989). The results of the analysis indicate that the modified model is applicable to a cross-national group of social media users. Moreover, this study demonstrates the impact of cultural characteristics on various technology adoption constructs in the model.

Strategy and organizational culture are indispensable for success within a business. Both behavioral scientists and practitioners have shown keen interest in understanding the association between culture and strategy; however, no strong consensus has been formed about this relationship. This paper aims to shed light on this relationship by answering the following questions: Is organizational culture separable from its strategies? Is there an association between organizational culture and strategy?

Using a sample of 496 service managers, this study empirically examines the relationship between culture and strategy. Due to the nature of the data, cross-tabulation research method was used for analysis and to check the association between organizational culture and strategy.

Results indicate that successful firms with a bureaucratic and innovative culture may demonstrate any of the four examined strategies (command, rational, transactive and generative). The results also suggest that successful firms with a supportive culture will likely use a transactive or generative strategy. Overall, the results found that all four strategies are associated with each of the three corporate cultures, except for the supportive culture-command strategy and supportive culture-rational strategy dyads.

There are diverse views about the organizational culture-strategy relationship; however, no strong consensus has been formed about this relationship. Using managerial data collected from service industry, this study examines the relationship between three organizational cultures, namely, bureaucratic, supportive and innovative, and four different types of strategies, namely, specially command, rational, transactive and generative.

Existing literature reveals a general lack of research on business-to-business (B2B) ecommerce showcasing how managers’ affect plays a role in enhancing their attitude toward the businesses they work with. The purpose of this study is to fill that void by ascertaining whether managers’ corporate website knowledge, corporate website expertise and affect toward a corporate site influence their attitude toward the corporate website. It also investigates whether managers’ attitude guides corporate website usage intention in the context of two culturally diverse countries.

Data were collected from managers from the USA and Kuwait using an online survey method. Structural equation modeling using EQS 6.2 software was used for analysis.

The results indicate that corporate Web knowledge influences Web expertise and affect in the US sample; in the Kuwaiti sample, Web knowledge influences Web expertise but does not influence affect. The findings in both studies reveal that managers’ knowledge about the Web has a positive effect on their attitude toward a business website. For Kuwaiti managers, Web expertise has a positive influence on affect. However, Web expertise does not influence managers’ affect in the US sample. The results further suggest that affect influences a manager’s attitude toward corporate websites in the US and Kuwaiti samples.

Self-efficacy and affect infusion theories serve as the foundation for this study. This research adds to these two theories in three ways. First, it examines the combined influence of affect and attitude on B2B managers’ intent to use a corporate website. Second, it proposes a single model that examines the combined relationships among managers’ knowledge and managers’ Web expertise that elicit managerial affect toward corporate websites. Third, the proposed model was tested using samples from two diverse countries (developed, the USA, and developing, Kuwait).

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

There are associations between corporate culture and organizational strategy. Greater awareness of this will help firms ensure the best fit between the two elements.

The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.