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Digital disruption no longer ensures the security or longevity of established firm structures and business models. Instead, it necessitates that firms reinvent their business models, including business processes, people, and technologies that align with the organizational goals. Despite the exponential growth of digital disruption, prior literature indicates that the concept of business model innovation is poorly understood in developing economies. Furthermore, little is known about how low-tech firms in developing economies should adapt and reinvent their business models to cope with and shape digital disruption as it unfolds. Grounded in two overarching theoretical frameworks, namely the theory of disruptive innovation and the resources–processes–values (RPV) framework, this chapter addresses this void in prior literature. Based on multiple case study analyses of 10 low-tech firms in diverse industries in Sri Lanka, the findings indicate that successful disruptive business model innovation in low-tech firms in Sri Lanka is predicated on an effective technology management strategy, suitable organizational structure, compatible organizational culture, and devoted corporate governance. Moreover, external influences like changing market dynamics, competition, and shifts in consumer behavior also significantly influence disruptive business model innovation of selected firms. This chapter acts as a springboard for future researchers by extending the theory of disruptive innovation and RPV framework to low-tech industries in developing economies.

In recent years, scholarly focus has shifted towards exploring the applications of disruptive technologies in professional services. These studies emphasise the need for further research in this domain. This research aims to comprehensively review the existing literature on the uses of blockchain, artificial intelligence (AI) and machine learning (ML) algorithms in professional services such as higher education, healthcare, financial securities firms and smart energy consulting. The rapid innovation and advancement in technology have led to substantial improvements in work efficiency and productivity. As industries transition towards sustainability and digitalisation, the role of energy-efficient systems becomes important in shaping smart factory designs and in further implementations. The uses of AI and other disruptive technologies for business operations not only boost production efficiency but also enhance customer satisfaction. Central to this transformation are strategies like deep learning and data/text mining, which facilitate the shift from conventional manufacturing practices to smart manufacturing. Apart from smart energy systems, the fields of higher education, healthcare and financial securities are witnessing a surge in the applications of AI, ML algorithms and blockchain technology and their contributions in emerging service economy. This study undertakes a comprehensive investigation into various factors associated with the application of disruptive technologies, evaluating their impact on the operational efficiency of professional service firms (PSFs). Through this research, we aim to identify gaps in the current literature and will suggest the directions for future research.

A corporate innovation strategy implies that a firm’s strategic intent is to continuously leverage entrepreneurial opportunities for growth- and advantage-seeking purposes. Corporate innovation has gained greater research attention with a focus on the factors that influence an organization’s willingness to initiate and sustain an innovation strategy. In the current disruptive age, firms acknowledge the importance of corporate innovation (also referred to as corporate entrepreneurship) as the critical element for sustained competitive advantage in the global economy. Yet, it has been reported that many organizations struggle with the actual implementation of an innovative strategy. While there are key challenges that must be addressed by today’s corporate innovative leaders in this age of disruptive innovation, many of today’s technological companies are finding success in reaching for the future. As research on corporate innovative activity has evolved, there is still a need to examine some of the latest innovative developments with the technological sector since they are regarded as leading this disruptive age. This chapter examines the most recognized companies in the technological space and discusses their newest explorations. In addition, a framework is presented to illustrate similarities and differences in their approaches to corporate innovation activity.

Whereas incumbents often struggle to respond to disruptive innovations, start-up companies frequently face difficulties in establishing them within existing ecosystems. Phased acquisitions, that is, trajectories where an incumbent initially takes an equity stake in a start-up and subsequently acquires it, have been suggested as viable strategy to address these challenges. Whereas prior research has focused on the macro-level governance of such phased acquisitions, the authors explore the micro-level governance, examining how the existence of and changes in particular coordination and control mechanisms can shape the phased acquisition and its performance implications. Based on a longitudinal process study of a phased acquisition in which one start-up and one incumbent jointly developed and commercialized a disruptive technology, the authors develop a process model that (1) illuminates the existence of micro-level governance shifts and their impact on the decision to transition from equity alliance to acquisition, (2) identifies specific triggers of micro-level governance shifts, and (3) emphasizes the existence of counterintuitive micro-level governance spillovers across alliance and acquisition.

Disruptive digital technological innovation has the potential to dramatically alter the corporate landscape as we know it. The authors explore this premise by examining both industry practices and their conceptual bases in the digital age. The authors then describe cases and trends in the three main mediums of digital innovation – artificial intelligence, fintech, and blockchain. The authors focus on how these innovative technologies can impact the firms by creating values as part of corporate strategy, and by changing the way employees work. However, the impacts will likely go well beyond business and finance, and are likely to be adopted by healthcare, non-government organizations, and governments as well.