MARC details
| 000 -LEADER |
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| fixed length control field |
02160nab a2200169 4500 |
| 008 - FIXED-LENGTH DATA ELEMENTS--GENERAL INFORMATION |
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| fixed length control field |
151231b xxu||||| |||| 00| 0 eng d |
| 100 ## - MAIN ENTRY--PERSONAL NAME |
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| Personal name |
Mcdonald, Rory |
| 245 ## - TITLE STATEMENT |
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| Title |
The Big Idea What is Disruptive Innovation? |
| 260 ## - PUBLICATION, DISTRIBUTION, ETC. (IMPRINT) |
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| Place of publication, distribution, etc |
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| Name of publisher, distributor, etc |
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| Date of publication, distribution, etc |
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| 300 ## - PHYSICAL DESCRIPTION |
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| Extent |
36-44p. |
| 520 ## - SUMMARY, ETC. |
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| Summary, etc |
For the past 20 years, the theory of disruptive innovation has been enormously influential in business circles and a powerful tool for predicting which industry entrants will succeed. Unfortunately, the theory has also been widely misunderstood, and the “disruptive” label has been applied too carelessly anytime a market newcomer shakes up well-established incumbents. In this article, the architect of disruption theory, Clayton M. Christensen, and his coauthors correct some of the misinformation, describe how the thinking on the subject has evolved, and discuss the utility of the theory. They start by clarifying what classic disruption entails—a small enterprise targeting overlooked customers with a novel but modest offering and gradually moving upmarket to challenge the industry leaders. They point out that Uber, commonly hailed as a disrupter, doesn’t actually fit the mold, and they explain that if managers don’t understand the nuances of disruption theory or apply its tenets correctly, they may not make the right strategic choices. Common mistakes, the authors say, include failing to view disruption as a gradual process (which may lead incumbents to ignore significant threats) and blindly accepting the “Disrupt or be disrupted” mantra (which may lead incumbents to jeopardize their core business as they try to defend against disruptive competitors). The authors acknowledge that disruption theory has certain limitations. But they are confident that as research continues, the theory’s explanatory and predictive powers will only improve. |
| 650 ## - SUBJECT ADDED ENTRY--TOPICAL TERM |
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| Topical term or geographic name as entry element |
Descriptive Innovation |
| 650 ## - SUBJECT ADDED ENTRY--TOPICAL TERM |
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| Topical term or geographic name as entry element |
Innovation |
| 773 0# - HOST ITEM ENTRY |
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| Host Biblionumber |
39795 |
| Place, publisher, and date of publication |
New Delhi Living Media India Ltd. |
| Other item identifier |
S83627 |
| Title |
Harvard Business Review 93(12) December 2015 |
| International Standard Serial Number |
0017-8012 |
| 856 ## - ELECTRONIC LOCATION AND ACCESS |
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| Uniform Resource Identifier |
http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=111099338&site=ehost-live |
| 942 ## - ADDED ENTRY ELEMENTS (KOHA) |
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| Source of classification or shelving scheme |
Dewey Decimal Classification |
| Item type |
Articles |
