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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.

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.

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.

The purpose of this paper is to present several insights on how disruptive technologies potentially impact the eco-performance of entire supply chains, by providing performance improvements compared to existing technologies, enabling more efficient manufacturing methods and affecting the entire structure of the supply chain.

To illustrate the authors’ position, a case from the construction sector is presented, for which the feasibility and impact of 3D printing technology has been studied. The empirical study focuses on the effect of the use of 3D printing technology on the building supply chain, aimed primarily at manufacturing companies in construction, but including suppliers, architects and designers as well.

3D printing of concrete potentially provides several improvements in manufacturing performance, such as a shortening of lead times, integration of functions and allowing for reduced material usage, therefore possibly turning production steps within the construction supply chain obsolete while also reducing logistical and production efforts.

Whether disruptive technologies other than 3D printing have a similar potential is unknown. Though the case study shows the potential of disruptive technologies in impacting supply chains, the authors realize that more empirical work is needed to understand the underlying mechanisms.

The originality of this paper lies in relating disruptive technological advancements to manufacturing technologies and transitions of supply chains’ eco-performance.

Disruptive technologies can significantly contribute to the sustainability of operations in the petroleum supply chain. The present study aims to identify the prime sustainable dimensions and disruptive technologies implementation in the supply chain of the petroleum industry. The authors used content analysis in the literature and experts input to explore the sustainable dimensions and disruptive technologies in the supply chain.

This study used a hybrid method of hesitant fuzzy set and regret theory to identify the prominent sustainability dimensions and prominent disruptive technologies. This method emphasizes the decision-makers psychological characteristics under uncertain environments.

The result indicates that social responsibility, labor practices, safety and technical standards hold the most prominent sustainable dimensions in the petroleum supply chain. Further, the result also depicts that when consider an equal degree of regret and rejoice, artificial intelligence and big data could significantly enhance operations sustainability in the petroleum industry.

This study considers only 11 sustainable dimensions and 43 sustainable factors, whereas other dimensions and factors could also be considered in future research. The research uses hesitant fussy set and regret set theory to identify the prominent sustainable dimensions and disruptive technologies, whereas other multiple-criteria decision-making (MCDM) techniques can also be used.

To the best of the authors’ knowledge, this is the first paper to explore the sustainable dimensions (environmental, social and economic) and disruptive technologies in the supply chain of the petroleum industry. This research intended to guide the practitioners, policymakers and academicians to emphasize their effort toward sustainable operations supply chain management.

Disruptive innovation theory has attracted the interest of researchers and practitioners across many areas, resulting in the development of new business models and strategies. Despite the increasing scholarly attention, its definition has not yet been understood, the understanding of the term “disruptive” and the complex nature of this innovation has provoked some misinterpretations, and the meaning remains ambiguous. To address this confusion, this article undertakes a critical review of disruptive innovation in an attempt at providing a solid theoretical grounding.

The review examines the key issues of published articles, identified after conducting a search in the Web of Science scholarly database. The analysis highlights the basic definitions of disruptive innovation, showing its evolution, types and its characteristics. This article also examines the behaviours adopted by the actors associated with disruptive innovation (i.e. incumbents, entrants and customers).

Overall, this article finds that disruptive innovation has its own elements to be identified, requiring an in-depth analysis to avoid confusing with other innovation approaches. The findings suggest that disruptive innovation affects businesses and sectors in varied and complex ways because customers from low-end market and mainstream market appreciate this innovation. Further, its impact on practice is huge and incites further efforts in establishing a stronger theoretical grounding.

Our research contributes on the evolution of this theory, helping to better understand the phenomenon of disruption and can be used for different types of research settings.

The purpose of this paper is to investigate enhancement of library performance by exploiting the potentials of disruptive innovations.

Descriptive survey research design was used for this study. The population of the study was 167 respondents, consisting of 83 professional and 84 para-professional librarians in the libraries of the public higher institutions in Ekiti and Ondo States, Nigeria. Total enumeration sampling technique was used for the study. Data were collected using the questionnaire. Descriptive statistical tools were used for data analysis.

It was found that disruptive innovation has influence on library operations, the extent of application of disruptive innovation in library operation is low, the extent of using the by-products of disruptive innovation in the libraries is low and the challenges facing the adoption of disruptive innovations in libraries include: high cost of acquiring technological infrastructure, high cost of training library personnel, high costs of internet, inadequate technical know-how and high costs of system maintenance and upgrades.

Libraries should embrace the influence of disruptive innovations in their operations and service delivery.

This study is novel, as it approaches library performance from the perspective of the disruptive innovation. Very few studies emanate from Africa in this area. Most of the previous narratives around disruptive innovation centred around the Western countries such USA, UK, France, Italy, etc., which maintain a lead in library innovation and development. The current study demonstrated that the performance of libraries in Nigeria is not immune from being boosted by disruptive innovations.

This paper aims to analyse the technological, economic and environmental impacts of disruptive innovations in the transportation mobility market.

The paper gathered data from World Bank and 13 open sources in an exploratory, descriptive and applied investigation on potentially disruptive transport innovations outcomes in G7 and BRICS (Brazil, Russian Federation, India, China and South Africa) economies, businesses and societies.

The results suggest positive implications for technological leapfrogging of electric vehicles (EV), autonomous vehicles (AVs) and electric vertical take-off and landing (eVTOLs), such as gains in energy consumption, infrastructure improvement, greenhouse gas emissions reduction, economic growth and the opportunity for new disruptive technologies to improve or even revolutionize the transportation ecosystem.

This study has clear limitations as it compares G7 and BRICS hypothetical scenarios where internal combustion vehicles were replaced by new technologies, ceteris paribus. Even so, as theoretical implications, the study presents market scenarios for EVs, AVs and eVTOLs technologies, bringing benefits to the disruptive innovation theory by expanding the understanding of the subject and also opening avenues of investigation by exploring new technological, economic and environmental possibilities.

This study emphasises potentially disruptive technologies’ technological, economic and sustainable benefits to countries through technological leapfrogging. The organizations can delve into results to investigate forthcoming markets and seek advantageous positions. Economic and social gains from leapfrogging could motivate government bodies to finance research focusing on EVs, AVs and eVTOLs diffusion.

The paper’s originality resides in aggregating multiple data sources to compare technological leapfrogging in G7 and BRICS transportation. The different views allowed for exploring the potential outcomes of EVs, AVs and eVTOLs on economic, sustainability and market dimensions in developed and developing countries.

The purpose of this paper is to demonstrate visually the knowledge structure and evolution of disruptive innovation. The paper used CiteSpace III to analyze 1,570 disruptive innovation records from the Web of Science database between 1997 and 2016.

Initially, this paper offers a comprehensive overview of papers, countries, journals, scholars and application areas. Subsequently, a time zone view of high-frequency keywords is presented, emphasizing the course of evolution of the study hotspots. Finally, a visualization map of cited references and co-citation analysis are provided to detect the knowledge base at the forefront of disruptive innovation.

The findings are as follows: the number of papers shows exponential growth. The USA has the largest contribution and the strongest center. The Netherlands shows the largest burst, followed by Japan. Journal of Production Innovation Management and Research Policy is the most important journals. Hang CC has the largest number of articles. Walsh ST is identified as a high-yielding scholar. Christensen CM is the most authoritative scholar. Engineering electrical electronic is the most widely used research category, followed by management and business. The evolutionary course of the study hotspots is divided into five stages, namely, start, burst, aggregation, dispersion and not yet formed. Eight key streams in the literature are extracted to summarize the knowledge base at the forefront of disruptive innovation.

This paper explores the whole picture of disruptive innovation research and demonstrates a visual knowledge structure and the evolution of disruptive innovation. It provides an important reference for scholars to capture the current situation and influential trends in this field.

Organizational change is endemic and can be disruptive for leaders' emotions and subsequent behaviors. While many studies focus on employees' reactions to change, there are few that focus on leader responses to change. The focus of our study is on leaders. In this chapter, we outline a qualitative study examining a leader's emotion regulation during organizational change. The aim of our research is to better understand the emotions leaders experience during organizational change and what emotion regulation strategies they enact to support positive outcomes.

Data were collected through interviews with 25 middle and senior management who were involved in organizational change at the time of interviews. The day reconstruction method was used to evoke and more accurately capture leaders' memories of an emerging or actual change event, the emotions they experienced, and the emotional regulation strategies utilized. Conceptualizing the change as a disruptive affective event, we asked participants to recall scenarios related to the change that triggered an emotional response and drew on the process model of emotion regulation (Gross, 1998a) to interpret these data. To round off the interviews, we captured the leader's personal outcomes from the emotion regulation strategies enacted.

Based on the data, leaders managing organizational change processes described the experience as a series of disruptive affective events that were more often associated with experiences of negatively valanced emotions (compared to positive emotions). Further, leaders were most likely to respond to these affective disruptions with the specific emotion regulation strategy of suppression (i.e., masking negative feelings with neutral or positive affective displays). A major reason leaders report responding with suppression is to maintain their professionalism, even if this undermines their health and well-being.

Qualitative research seeking to understand a leader's emotion experiences during organizational change is rare. These findings provide a more nuanced understanding of the affective nature of leaders' experiences and responses when managing the disruptive processes of change. This knowledge can assist organizations to develop processes and tools to support leaders dealing with the emotional realities of change to enable better outcomes for themselves and their followers.