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This research is the first to examine disruptive marketing, a subset perspective of entrepreneurial marketing, and unintended consequences of marketing in the context of the nonprofit arts sector.

This exploratory research has two components: development of a body of knowledge and conceptual model of disruptive marketing, its predictors, and its intended/unintended consequences based on pertinent literature and input from arts organization executive directors, artistic directors, and marketing managers; and preliminary assessment, with a qualitative study, of the operationalization of disruptive marketing and related factors in arts organizations.

The study categorizes and analyzes qualitative study structured interview responses to outline commonality/lack of commonality among them and provide insight into perceptions of arts organization executive directors.

This initial study inaugurates an academic research stream on the topic of disruptive marketing which has the potential to make a significant contribution to the body of marketing knowledge. Future opportunities include scale development and quantitative testing of the proposed theoretical model, broadening the research scope to include multiple input sources from a wide variety of arts organizations and longitudinal research to assess the model factors over time.

Analyses of both preliminary input from arts organization managers and qualitative study responses of arts organization executive directors indicate significant interest in application of creative and innovative approaches to arts sector marketing‐related situations.

This paper is the first to study perceived scope/characteristics of disruptive marketing and unintended consequences of marketing in the nonprofit arts sector, and it presents results of a qualitative assessment of those topics, including consequences.

The purpose of this paper is to investigate the role of inter-organizational networks in the emergence of a disruptive technology by taking a snapshot view of the UK market for mobile voice over internet protocol (mVoIP) technologies. By delineating the technologies required for an mVoIP call to occur, the role of incumbents, technology and inter-organizational networks is explored.

The paper uses a case study approach using secondary data from a variety of sources including company websites, newspapers, technical press and users to form a picture of the current situation.

The authors show that inter-organizational networks can act both to enable and delay disruptive technologies. They discuss the difference between collaborative and collective actions and the way in which these can slow or even prevent a new emerging technology.

The paper is based on secondary data and the research results may lack generalizability to other technologies.

The need for new business models for mVoIP is discussed.

Disruptive technologies are difficult to predict or map until after the market disruption has occurred. This paper aims to map a disruptive technology at a point in time when the technology is still emerging. The study is based on a comprehensive analysis of technology and market actions and is also based on secondary data: it is limited at the detailed level to one geographic market but provides a unique snapshot of an emerging disruptive technology.

Given that few studies examine how disruptive events affect customer relationships during and after the event, this study examines the resilience of companies in Puerto Rico, their underlying vulnerabilities, and how they deployed customer relationship management (CRM) resilience strategies during and after Hurricane Maria.

The study analyzed data gathered from qualitative focus groups composed of 41 firms via an exploratory approach. Participants were business owners and managers of enterprises in Puerto Rico.

All companies faced critical government infrastructure failures that affected their CRM activities. Firms implemented one or more CRM resilience strategies in response to the natural disaster. Accordingly, a comprehensive, adaptive CRM contingency model was postulated using marketing crisis management strategies discussed in the literature, existing resilience models and research studies in marketing resilience. The adaptive CRM contingency model operationalizes all processes at the business-logic level via the event-driven process chain (EPC) language, thus making it easier to understand and employ.

This study presents a unique model that shows the value of CRM and its capacity to evolve under disruptive environments that affect company–customer relationships. The operationalization of the model allows practitioners, policymakers and academic researchers to better understand how CRM is not only a suitable tool for managing business continuity after a natural disaster but also a mitigating technique for responding to new customer needs and expectations.

The aim of this study is to develop and evaluate a market-oriented business model (MOBM) and analyze how it contributes to internationalization of SMEs' disruptive innovation.

Based on market orientation literature, an MOBM is developed and assessed through collaboration among companies, researchers and networking partners. For the evaluation of the model, qualitative data was collected through workshops, interviews and participatory observations at four case SMEs. Methodologically, the implementation of the MOBM consists of a systematic knowledge development process by following four work packages to support the companies' market-oriented internationalization.

The results show that SMEs face internal barriers to developing innovativeness that hinder them from creating effective disruptive innovation for the international buyer chain. The study finds that SMEs need to work with an MOBM for developing market intelligence within the organization and seek external support for entering the international market.

The methodological strength allows application, evaluation and modification of the MOBM in close collaboration with the SMEs that directly benefit from its implementation. Modifying the principles of market orientation by practical application, SMEs can apply the MOBM to analyze their internationalization capacity for high-tech disruptive innovations.

This article contributes to new thinking by introducing market orientation to SMEs' internationalization of disruptive innovation. The study highlights the less researched field of disruptive innovation by developing the MOBM to deal with SMEs' internationalization.

This paper aims to investigate business-to-business sales executives’ navigation of challenges and changes in planning during two separate periods (prevaccine and postvaccine) of time, which were impacted by a disruptive event (the COVID-19 pandemic).

This study uses a two-phase qualitative data collection approach. Thirteen executives, primarily from the Business-to-Business (B2B) manufacturing industry, were interviewed in phase one (2–3 months before the first COVID-19 vaccine). The second period of data collection was collected 4–5 months after vaccines became available.

The prevaccine business environment focused on short-term challenges, while the vaccine created exponential changes to long-term sales practices, suggesting the need to focus on critical inflection points that occur after the initial disruptive event.

This exploratory study is a step toward developing a deeper understanding of managing disruptive events within a business-to-business sales environment by stressing the importance of both the actual disruptive event and the inflection points that follow the event.

New business models are constantly developing and evolving. However, this study suggests the biggest changes could occur after an inflection point from the disruption. Thus, firms need to consider different planning strategies before and after certain inflection points following a disruptive event. First, firms should adapt from their predisruption strategy to focus on short-term challenges during the initial phases of a disruption, likely halting most of the long-term planning. Second, inflection points create the need to move beyond short-term challenges and changes to focus on long-term changes. Third, long-term strategies and planning postinflection point will be different, and likely more complex, than long-term strategies and planning predisruption.

Most studies look at a disruptive event through a single data collection period. This longitudinal study compares prevaccine and postvaccine thought processes to explore the impact of an inflection point.

Although the significance of international markets is recognised in innovation management, there seems to be a lack of studies on how the international context is actually present in the process of disruptive‐innovation development. This paper aims at filling this gap and at analysing the manifestation of the international context in market proactiveness during this process. It begins with a brief discussion of the concepts of market proactiveness and disruptive innovations. The international scope of market proactiveness at the idea‐generation, development, and launch stages is then analysed in the light of the ethnocentric, polycentric, regiocentric, geocentric (EPRG) model, and described in the context of the development of three disruptive drugs. The results of this study indicate that both the degree and international scope of market proactiveness differ considerably in demand‐related and competition‐related comparisons.

The authors aim to examine the potential opportunities and challenges multinationals operating in Africa are likely to encounter when they seek to pioneer disruptive innovations at the base of the pyramid (BoP) in African emerging markets.

Drawing on the extant literature on the BoP, disruptive innovation and the African business context, the authors explore the pioneering of disruptive innovations in the African socio-economic context.

This study develops various hypotheses to extend our understanding of disruptive innovations at the BoP. The authors also delineate potential managerial and institutional challenges multinational corporations (MNCs) are likely to encounter in their efforts to pioneering disruptive innovations for BoP customers in African emerging markets.

The authors develop some recommendations for MNCs on how to create and capture value from disruptive innovations in African emerging markets

The authors delineate African context-specific managerial and institutional challenges that MNCs might encounter when seeking to develop disruptive innovation at the BoP.

Disruptive innovations have the potential to fundamentally change how businesses operate. This study aims to propose a five-step framework to help firms develop disruptive innovations and to offer a scale for evaluating their disruptive potential. This scale can also be applied to identify the disruptive potential of innovations introduced to the market by competitors.

The framework was designed on the basis of criteria chosen to identify the disruptive potential of innovations at early stages of development based on a theoretical understanding of disruptive innovation, its challenges and holistic consideration of innovation as a dynamic process. It consists of steps that could serve as a reference model during the process of developing innovations with disruptive potential. A case study is discussed in detail to demonstrate the applicability of the framework.

A simple yet comprehensive assessment framework for disruptive innovation has been developed, which can help develop innovations with disruptive potential in existing settings of incumbent firm. A case study of the Wii demonstrates that Nintendo could have planned its disruptive product using the proposed framework.

Most research works in this area have focused on difficulties experienced by firms facing disruption and failed to highlight its opportunities; this study argues that firms can intentionally create disruptive innovations. The results of this study offer firms a tool that facilitates a proactive approach, helping develop new disruptive innovations and identify those from competitors.

The financial industry offers a unique setting to study innovations. Financial innovations have fueled the growth of economies, markets and societies. The financial industry has successfully become the breeding ground for innovative services, processes, business models and technologies. This study seeks to provide a holistic view of the literature on financial innovations, synthesize the research findings and offer future directions for research in light of three market developments that are disrupting the industry and opening up a new era for the financial services industry. Disruptions from within and outside the industry offer new generations of radically innovative services. Moreover, new generations of consumers differ from previous generations in their needs and wants and look for innovative ways to handle their financial needs. Finally, significant developments related to financial innovations have emerged in Asia and developing countries.

This study systematically reviews the academic research literature on financial innovations in two phases. The first phase provides a quantitative review of 546 journal articles published between 1990 and 2018. In the second phase, the study synthesizes the extant research on financial innovations and maps them in five research areas: firms' introduction and adoption of FIs, financial innovation development, the outcomes of financial innovations, regulations and intellectual property, and consumers.

The analysis found that disciplines differ with regard to the employed research methodologies, the units of analysis, sources of data and the innovations they examined. A positive trend in the number of published articles during this period is observed. However, studies have primarily focused on the USA and Europe and less so on other parts of the world. The literature synthesis further identifies research gaps in the available research that highlight future research opportunities in light of the three market disruptions. The financial services industry is on the brink of a new era due to disruptions from within and outside the industry and the entrance of new generations of consumers. Moreover, the financial industry has successfully become the breeding ground for innovative services, processes and business models. Therefore, financial innovations offer promising opportunities for bridging the gap between research on product and service innovations.

The work provides a holistic and systematic overview of extant research on financial innovations and highlights future research opportunities in light of the three disruptive market developments. It helps researchers take advantage of the opportunities in studying financial innovations while maintaining industry relevance.

The study is the first to review and synthesize the academic research literature on financial innovations across marketing, finance and innovation disciplines. In addition, the study highlights three primary disruptive forces in the financial industry and identifies future research directions in light of these disruptive forces.

The purpose of this paper is to examine why large firms often fail to develop disruptive innovations. This study identifies several key inhibitors or barriers that hinder those developments. A conceptual model is presented that examines the interrelationship and interdependence of these inhibiting factors, in an effort to provide a better understanding of how companies can improve their disruptive innovation capabilities.

This paper focuses on disruptive innovation rather than incremental innovation and is limited to research findings on large corporations. Recently published works (1990‐2004) have examined success factors as the determinants of disruptive innovation capability. A complementary approach is to examine the inhibitors of disruptive innovation and investigate their interrelationship and interdependence. The study is based on an extensive review of literature available, and examines both internal and external inhibiting factors to develop a conceptual model of disruptive innovation capabilities.

Many large corporations fail to develop disruptive innovations. It is argued that the basic constraints to creating successful disruptive innovation stem in large part from several inhibiting factors, and we have identified different clusters of interrelated and partly‐interdependent inhibitors: the inability to unlearn obsolete mental models, a successful dominant design or business concept, a risk‐averse corporate climate, innovation process mismanagement, lack of adequate follow‐through competencies and the inability to develop mandatory internal or external infrastructure. The conceptual disruptive innovation capability model provides a better understanding of the interrelationship among these limiting factors. There is still a vast gap between intention and actual disruptive innovation capability. Developing distinctive capabilities to bridge this gap should be an integral part of a company's strategy for growth.

This paper is based on an extensive review of literature on disruptive innovation barriers. In it is proposed a conceptual interrelationship model of innovation inhibitors as a basis for determining and improving a company's disruptive innovation capability. It is suggested that, in addition to the theory presented in this paper, further empirical research studies be carried out to validate the key inhibitors of our conceptual model, their interrelationship and interdependence, and the impact on disruptive innovation development.

The study is intended to provide practical insight into clusters of inhibiting factors that prevent large organisations from improving their disruptive innovation capability. The conceptual model facilitates the development of distinctive competencies and mindsets to improve these capabilities.