Being agile to thrive amidst disruptive digital innovation

• Main Authors: TEOH, Say Yen, CHAN, Calvin M. L., PAN, Gary, GOH, Mark
• Format: text
• Language: English
• Published: Institutional Knowledge at Singapore Management University 2016
• Subjects: Agility; Disruptive Digital Innovation; Disruptive Innovation; Dynamic Capability; Case Study; Accounting; Technology and Innovation
• Online Access: https://ink.library.smu.edu.sg/soa_research/1528; https://ink.library.smu.edu.sg/context/soa_research/article/2555/viewcontent/AgileThriveDisruptiveDigitalInnovation_2016_PACIS.pdf
• Institution: Singapore Management University

Firms around the world have been experiencing disruptive digital innovation. Such disruptions affect their business operations and models over time and geography. In this paper, we adopt Lucas and Goh’s (2009) framework of disruption response to examine how do firms achieve agility in responding to disruptive digital innovation. The framework draws on dynamic capability theory, disruptive innovation concept, organizational agility concept and organizational core rigidity concept. This research-in-progress paper aims to conduct an in-depth case study to understand how firms can be agile in responding to disruptive digital innovation. As a case study, this study adds to the growing corpus of literature on disruptive digital innovation. Theoretically, this study extends Lucas and Goh’s (2009) framework of disruption response, underpinning the advancement of knowledge in this area. The managerial insights gleaned from this study can also guide firms in being agile and thrive amidst disruptive digital innovations.