Key drivers of disruptive innovation
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This article discusses the key drivers of disruptive innovation, including cloud computing, Internet of Things (IoT), and 3D printing. It explores how these technologies are transforming industries and improving business operations. The article also highlights the importance of capital investment and the use of smart connected devices in driving disruptive innovation. Overall, it provides insights into the factors that contribute to successful digital transformation in various sectors.
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Key drivers of disruptive innovation 1
WHAT ARE THE KEY DRIVERS OF DISRUPTIVE INNOVATION?
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WHAT ARE THE KEY DRIVERS OF DISRUPTIVE INNOVATION?
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Key drivers of disruptive innovation 2
Key drivers of disruptive innovation
It has been recorded in most manufacturing departments that, shifts in technological
usage have created the new operations for manufacturers, and it is all based on disruptive
innovation. The use of disruptive practices relies on the size, together with the scope of
manufacturing operations. With that said and completed, the increasing reliance on the
connectivity of data has developed cloud computing, the Internet of Things (IoT), alongside 3-
Printing that is sometimes referred to additive manufacturing (Jones, Cope, and Kintz 2016). All
these resultant elements are useful in attaining the essential needs of targeted as well as esteemed
customers and now and in the not-too-distant prospect. All the key drivers on disruptive
innovation have made it to seem like the adverse term. However, disruptive innovation is any
constructive variations that develop the new technique of performing different operations. It
replaces the previous techniques or approaches with the often groundbreaking model that is
improved in nature (DaSilva, Trkman, Desouza, and Lindič 2013). As the connectivity of data in
the society remains to be efficient and effective, the use of the internet in society stays to disrupt
the manufacturing organizations through ideal replacement of old techniques with enhanced
efficiencies. Therefore, from cloud computing to the IoT, different industries are undergoing the
starting transformation that is always termed as the 4th Revolution within Industrial sectors or
Industry 4.0 (Abiodun and Sarpong 2018). Hence, some of the key drivers of disruptive
innovation comprise of
- Cloud computing - Rethinking business processes
- Internet of Things (IoT) - Gaining agility as well as flexibility
- 3-Printing - Involved users
Key drivers of disruptive innovation
It has been recorded in most manufacturing departments that, shifts in technological
usage have created the new operations for manufacturers, and it is all based on disruptive
innovation. The use of disruptive practices relies on the size, together with the scope of
manufacturing operations. With that said and completed, the increasing reliance on the
connectivity of data has developed cloud computing, the Internet of Things (IoT), alongside 3-
Printing that is sometimes referred to additive manufacturing (Jones, Cope, and Kintz 2016). All
these resultant elements are useful in attaining the essential needs of targeted as well as esteemed
customers and now and in the not-too-distant prospect. All the key drivers on disruptive
innovation have made it to seem like the adverse term. However, disruptive innovation is any
constructive variations that develop the new technique of performing different operations. It
replaces the previous techniques or approaches with the often groundbreaking model that is
improved in nature (DaSilva, Trkman, Desouza, and Lindič 2013). As the connectivity of data in
the society remains to be efficient and effective, the use of the internet in society stays to disrupt
the manufacturing organizations through ideal replacement of old techniques with enhanced
efficiencies. Therefore, from cloud computing to the IoT, different industries are undergoing the
starting transformation that is always termed as the 4th Revolution within Industrial sectors or
Industry 4.0 (Abiodun and Sarpong 2018). Hence, some of the key drivers of disruptive
innovation comprise of
- Cloud computing - Rethinking business processes
- Internet of Things (IoT) - Gaining agility as well as flexibility
- 3-Printing - Involved users
Key drivers of disruptive innovation 3
- Changing the rules - Capital and investment in technological
devices
- Smart connected devices
All these shifts underway, it is apparent that organizations are increasingly recognizing the
worth of technological advancements in enhancing the process of businesses (Holtzman 2014).
They are also recognizing the value of technology in improving desires in operations to move
forward. All these elements mentioned above will in one way or the other drive successful digital
transformation ion the operations of industries or supply chain departments within the next five
years and probably beyond.
Cloud computing
The adoption of software of cloud computing is a significant changing that drives digital
business transformation. Several companies, such as manufacturing sectors focus on the way of
reducing their operational costs, eliminating wastes as well as improving their productivity. As
the operations of such sectors become increasingly digitalized, outdated computing structures
together with systems will not be capable of keeping up with different needs of the business
operations or demands of various clients within the global business communities (Werfs, Baxter,
Allison, and Sommerville 2013). It seems to be a tough task to quickly scale different business
operations using the old infrastructure of IT. According to various studies that have been
recorded around the global community, the results show that two out of three survey respondents
say that less than a quarter of their software is cloud-based (Catinean and Cândea 2013).
However, six present of the respondent in those surveys states that the majority of their software
that they use is cloud-based. Therefore, this remains to be the surprising light of the fact that
- Changing the rules - Capital and investment in technological
devices
- Smart connected devices
All these shifts underway, it is apparent that organizations are increasingly recognizing the
worth of technological advancements in enhancing the process of businesses (Holtzman 2014).
They are also recognizing the value of technology in improving desires in operations to move
forward. All these elements mentioned above will in one way or the other drive successful digital
transformation ion the operations of industries or supply chain departments within the next five
years and probably beyond.
Cloud computing
The adoption of software of cloud computing is a significant changing that drives digital
business transformation. Several companies, such as manufacturing sectors focus on the way of
reducing their operational costs, eliminating wastes as well as improving their productivity. As
the operations of such sectors become increasingly digitalized, outdated computing structures
together with systems will not be capable of keeping up with different needs of the business
operations or demands of various clients within the global business communities (Werfs, Baxter,
Allison, and Sommerville 2013). It seems to be a tough task to quickly scale different business
operations using the old infrastructure of IT. According to various studies that have been
recorded around the global community, the results show that two out of three survey respondents
say that less than a quarter of their software is cloud-based (Catinean and Cândea 2013).
However, six present of the respondent in those surveys states that the majority of their software
that they use is cloud-based. Therefore, this remains to be the surprising light of the fact that
Key drivers of disruptive innovation 4
cloud cloud-based software is widely viewed to be the fundamental driver of digital
transformation in business, not merely in the department dealing with supply chain and
management. It is even more surprising that about have of the respondents admit that their
fundamental means of communicating with supply chain counterparts is through traditional
techniques that comprise of fax, email, together with phones.
When the use of cloud is in place, the users can enter remote servers, with every server
comprising of diverse operational duties. Duties comprise of sharing, processing along with data
storage. Instead of all the business information running locally on different computers, it runs on
the internet while it can be accessed from anywhere through the usage of multiple devices. With
systems of cloud computing base, most business operators can streamline basic key areas of their
business operations (Johnsson 2017). The business is also capable of creating efficiencies,
enhancing collaboration, as well as track save alongside operational data in real time. Moreover,
manufacturers, through the adoption of cloud computing, are increasingly embracing the worth
of embedding cloud computing right into their manufacture or processed products (Werfs,
Baxter, Allison, and Sommerville 2013). Such embedding comprises of products and services
that include voice-activated commands in automobiles.
Internet of Things (IoT)
The used of IoT allows different business operators to attain higher levels of productivity.
One of the greatest benefits is that information becomes accessible on devices that range from
online dashboards to applications of mobile devices (Heinis, Hilario, and Meboldt 2018). The
use of IoT has improved systems that are used in different manufacturing facilities to speak to
one another. For instance, if an engine on the given machine can trigger the alert that it requires
cloud cloud-based software is widely viewed to be the fundamental driver of digital
transformation in business, not merely in the department dealing with supply chain and
management. It is even more surprising that about have of the respondents admit that their
fundamental means of communicating with supply chain counterparts is through traditional
techniques that comprise of fax, email, together with phones.
When the use of cloud is in place, the users can enter remote servers, with every server
comprising of diverse operational duties. Duties comprise of sharing, processing along with data
storage. Instead of all the business information running locally on different computers, it runs on
the internet while it can be accessed from anywhere through the usage of multiple devices. With
systems of cloud computing base, most business operators can streamline basic key areas of their
business operations (Johnsson 2017). The business is also capable of creating efficiencies,
enhancing collaboration, as well as track save alongside operational data in real time. Moreover,
manufacturers, through the adoption of cloud computing, are increasingly embracing the worth
of embedding cloud computing right into their manufacture or processed products (Werfs,
Baxter, Allison, and Sommerville 2013). Such embedding comprises of products and services
that include voice-activated commands in automobiles.
Internet of Things (IoT)
The used of IoT allows different business operators to attain higher levels of productivity.
One of the greatest benefits is that information becomes accessible on devices that range from
online dashboards to applications of mobile devices (Heinis, Hilario, and Meboldt 2018). The
use of IoT has improved systems that are used in different manufacturing facilities to speak to
one another. For instance, if an engine on the given machine can trigger the alert that it requires
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Key drivers of disruptive innovation 5
servicing before it breaks down, charges linked with emergency services together with downtime
can be avoided while still gaining timelines of customers. The prospect operations of the
manufacturing industry will greatly depend on the capability of a manufacturer to remotely
control different systems together with equipment or have systems that interact with each other
without the intervention of human operations.
It is evident that IoT has the authority to transform different business sectors. It can
transform such sectors by varying the types of products that companies are able or will be able to
create. It also transforms industries by altering how they will make products while reducing costs
of productions (Tarabasz 2016). Hence, through the use of IoT, disruptive innovation becomes a
good aspect of business operations. Most business operators desire to reduce operational costs.
They are also focused on eliminating any operational wastes as well as increasing productivity
(Walsh, Przychodzen, and Przychodzen 2016). As business operations become increasingly
digitalized, outdated computing systems will not be able to maintain the different needs of the
business or the basic demands of every client. It is tough for business operations to quickly scale
operations through the use of the old infrastructure of information technology (Battleson, West,
Kim, Ramesh, and Robinson 2016). The use of data is traditionally inaccessible within silos,
within different systems that are maintained by partners, vendors’ suppliers, together with other
entities throughout the department of the value chain.
3-D Printing
The aspect of 3-D printing also refers to additive manufacturing. It is described to be the
process that starts with raw material along with the digital design of various operational
components. A section is developed layer by layer from the digital file from the bottom up with
servicing before it breaks down, charges linked with emergency services together with downtime
can be avoided while still gaining timelines of customers. The prospect operations of the
manufacturing industry will greatly depend on the capability of a manufacturer to remotely
control different systems together with equipment or have systems that interact with each other
without the intervention of human operations.
It is evident that IoT has the authority to transform different business sectors. It can
transform such sectors by varying the types of products that companies are able or will be able to
create. It also transforms industries by altering how they will make products while reducing costs
of productions (Tarabasz 2016). Hence, through the use of IoT, disruptive innovation becomes a
good aspect of business operations. Most business operators desire to reduce operational costs.
They are also focused on eliminating any operational wastes as well as increasing productivity
(Walsh, Przychodzen, and Przychodzen 2016). As business operations become increasingly
digitalized, outdated computing systems will not be able to maintain the different needs of the
business or the basic demands of every client. It is tough for business operations to quickly scale
operations through the use of the old infrastructure of information technology (Battleson, West,
Kim, Ramesh, and Robinson 2016). The use of data is traditionally inaccessible within silos,
within different systems that are maintained by partners, vendors’ suppliers, together with other
entities throughout the department of the value chain.
3-D Printing
The aspect of 3-D printing also refers to additive manufacturing. It is described to be the
process that starts with raw material along with the digital design of various operational
components. A section is developed layer by layer from the digital file from the bottom up with
Key drivers of disruptive innovation 6
the end outcome being the three-dimensional product creates in the matter of a few minutes. 3-D
printing tends to accelerate the cycle that deals with design creation tests. Therefore, the aspect
allows different designers to immediately asses the viability of the product, create any necessary
changes in design, and reduce the cost of production (Dumitrescu and Tanase 2016). Moreover,
this aspect of 3-D printing also enables designers to reduce the need for long supply chains,
decrease manufacturing footprint, along with the elimination of wastes during operations.
Through the use of 3-D printing, it is possible for most business operators to produce any
component using plastic, metal, mixed materials, even human issue during operations. To place
such in perspective, the health care organization has concentrated on ideas that focus on
deploying addictive manufacturing for custom prosthetics together with medical implants.
However, as manufacturers adopt the use of 3-D printing, additive manufacturing will
dramatically change the industry that deals with manufacturing operations (Dumitrescu and
Tanase 2016). As recorded by Mohr and Khan (2015), whether or not an individual’s
manufacturing facility has adopted the use of 3-D printing now or considering it in their prospect
operations, they are likely using extra devices to track their processes alongside products. As an
individual company increasingly relies on the IoT to enhance efficiencies as well as realize
objectivities of productivity, they will drive future enhancement throughout disruptive
innovation.
Gaining agility along with flexibility
Different organizations in the present business society have to attain various demands of
customers and authority across developed channels. The need to meet such demands has forced
organizations to omnichannel commerce that makes the supply chain to be increasingly complex
the end outcome being the three-dimensional product creates in the matter of a few minutes. 3-D
printing tends to accelerate the cycle that deals with design creation tests. Therefore, the aspect
allows different designers to immediately asses the viability of the product, create any necessary
changes in design, and reduce the cost of production (Dumitrescu and Tanase 2016). Moreover,
this aspect of 3-D printing also enables designers to reduce the need for long supply chains,
decrease manufacturing footprint, along with the elimination of wastes during operations.
Through the use of 3-D printing, it is possible for most business operators to produce any
component using plastic, metal, mixed materials, even human issue during operations. To place
such in perspective, the health care organization has concentrated on ideas that focus on
deploying addictive manufacturing for custom prosthetics together with medical implants.
However, as manufacturers adopt the use of 3-D printing, additive manufacturing will
dramatically change the industry that deals with manufacturing operations (Dumitrescu and
Tanase 2016). As recorded by Mohr and Khan (2015), whether or not an individual’s
manufacturing facility has adopted the use of 3-D printing now or considering it in their prospect
operations, they are likely using extra devices to track their processes alongside products. As an
individual company increasingly relies on the IoT to enhance efficiencies as well as realize
objectivities of productivity, they will drive future enhancement throughout disruptive
innovation.
Gaining agility along with flexibility
Different organizations in the present business society have to attain various demands of
customers and authority across developed channels. The need to meet such demands has forced
organizations to omnichannel commerce that makes the supply chain to be increasingly complex
Key drivers of disruptive innovation 7
(L'Hermitte, Bowles, Tatham, and Brooks 2015). Different companies tapping into technology to
run simulations, those that iterate, fail, as well as to adapt by easily creating an application of
technology along with deicing available to them will be appropriately equipped to thrive in a
climate of customer-centric. Digital disruption in most organizations is occurring across every
vertical operation. It is no longer just the trend impacting the sector that deals with business to
consumer industry particulars in business to business organizations (Krotov, Junglas, and Steel,
2015). With the international supply chain poised to create dramatic variations in the prospect
business year. The variation aims at accommodating trends as well as gain deeper visibility into
business processes in order to stay ahead of the rivalry curve. Each organization throughout the
value chain stands to benefit by adopting advanced technologies early and thinking outdated
traditional processes to combat disruptors of industry.
Powerful forces
The pace, together with the scope of different organizations, is some of the two
dimensions of broad-based disruption across business operations. Rapid shifts that are taking
place in the areas of digital management of operations, consumerism, on-demand operations,
retail experiences, greater transparency of price and many others are some of the powerful forces
that affect disruptive innovation within an organization. Additionally, such powerful forces lead
to creation rooms for new entrants and novel combinations that are shaping operations up. Such
operations have to lead to an increasing number of cross-section combinations (Taran, Nielsen,
Montemari, Thomsen, and Paolone 2016). The combinations have been both through vertical
integration as well as the expansion of capabilities across traditionally separate sectors.
Smart connected devices
(L'Hermitte, Bowles, Tatham, and Brooks 2015). Different companies tapping into technology to
run simulations, those that iterate, fail, as well as to adapt by easily creating an application of
technology along with deicing available to them will be appropriately equipped to thrive in a
climate of customer-centric. Digital disruption in most organizations is occurring across every
vertical operation. It is no longer just the trend impacting the sector that deals with business to
consumer industry particulars in business to business organizations (Krotov, Junglas, and Steel,
2015). With the international supply chain poised to create dramatic variations in the prospect
business year. The variation aims at accommodating trends as well as gain deeper visibility into
business processes in order to stay ahead of the rivalry curve. Each organization throughout the
value chain stands to benefit by adopting advanced technologies early and thinking outdated
traditional processes to combat disruptors of industry.
Powerful forces
The pace, together with the scope of different organizations, is some of the two
dimensions of broad-based disruption across business operations. Rapid shifts that are taking
place in the areas of digital management of operations, consumerism, on-demand operations,
retail experiences, greater transparency of price and many others are some of the powerful forces
that affect disruptive innovation within an organization. Additionally, such powerful forces lead
to creation rooms for new entrants and novel combinations that are shaping operations up. Such
operations have to lead to an increasing number of cross-section combinations (Taran, Nielsen,
Montemari, Thomsen, and Paolone 2016). The combinations have been both through vertical
integration as well as the expansion of capabilities across traditionally separate sectors.
Smart connected devices
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Key drivers of disruptive innovation 8
The expansion of IoT has led to the development of wearable together with connected
devices. All these devices allow business operators and customers to have an easy way of
exchanging the data in a network. The idea also allows for seamless integration amid different
sections of the network and is essential for monitoring business operations. By the application of
sensors, along with apps, business sectors can measure the increasing number of stakeholders
with different needs before clients take the necessary step to request for products or services
(Johnsson 2017). Such ideas that come with the use of smart connected devices allow the
business management team to have appropriate and accurate information that could lead to better
results for customers. The possibilities that result from the use of smart connected devices are
endless in improving operations of disruptive innovation. For instance, it enables different
physicians to attain different health records and intervene when needed without having to meet
the customer in person (Benazzouz 2018). Therefore, several messaging apps have already been
disruptive by creating trust through the idea of offering convenient services. Such services
comprise of organizing transport or seamless payment and purchase.
Capital and investment in technological devices
More money in operations of an organization forms a huge factor that historically drives
the business deals. The enhancement in spending, as well as industry employment, has been
accompanied by the advancement in the amount as well as the speed of capital coming into the
sector. The use of more money has increased the operations of organizations. Most organizations
have been able to give a good budget for innovative ideas (Abiodun and Sarpong 2018). Such
ideas allowed them to have the best innovation techniques that improve their ability to be
creative and produce improved products and services. Adequate capital has been a fundamental
facto in disruptive innovation as it increases how business operators improve their deals that
The expansion of IoT has led to the development of wearable together with connected
devices. All these devices allow business operators and customers to have an easy way of
exchanging the data in a network. The idea also allows for seamless integration amid different
sections of the network and is essential for monitoring business operations. By the application of
sensors, along with apps, business sectors can measure the increasing number of stakeholders
with different needs before clients take the necessary step to request for products or services
(Johnsson 2017). Such ideas that come with the use of smart connected devices allow the
business management team to have appropriate and accurate information that could lead to better
results for customers. The possibilities that result from the use of smart connected devices are
endless in improving operations of disruptive innovation. For instance, it enables different
physicians to attain different health records and intervene when needed without having to meet
the customer in person (Benazzouz 2018). Therefore, several messaging apps have already been
disruptive by creating trust through the idea of offering convenient services. Such services
comprise of organizing transport or seamless payment and purchase.
Capital and investment in technological devices
More money in operations of an organization forms a huge factor that historically drives
the business deals. The enhancement in spending, as well as industry employment, has been
accompanied by the advancement in the amount as well as the speed of capital coming into the
sector. The use of more money has increased the operations of organizations. Most organizations
have been able to give a good budget for innovative ideas (Abiodun and Sarpong 2018). Such
ideas allowed them to have the best innovation techniques that improve their ability to be
creative and produce improved products and services. Adequate capital has been a fundamental
facto in disruptive innovation as it increases how business operators improve their deals that
Key drivers of disruptive innovation 9
relate to driving efficiency and quality of operations (Catinean and Cândea 2013). The business
communities have thus concentrated immensely on M&A operations to improve their driving
scale. Hence, huge capital investment and appropriate use of technological devices have been
essential elements that increase the speed of transactions in different organizations. Additionally,
huge capital investment has impacted disruptive innovation by improving services and platforms
that customer interacts with organization operators in the business communities. Everywhere
Business Corporation in the present society is facing disruption by organizations that offer
platforms where buyers and sellers interact. Therefore, truly disruptive innovation makes more
affordable products as it opens them to the base of new customers (Jones, Cope, and Kintz
2016). Hence, from the above examinations, it is clear to note that disruptive innovation is not
just about software. There are basic factors that make it efficient as all technology domains are
expanding at the pace never witnessed previously in the business community.
relate to driving efficiency and quality of operations (Catinean and Cândea 2013). The business
communities have thus concentrated immensely on M&A operations to improve their driving
scale. Hence, huge capital investment and appropriate use of technological devices have been
essential elements that increase the speed of transactions in different organizations. Additionally,
huge capital investment has impacted disruptive innovation by improving services and platforms
that customer interacts with organization operators in the business communities. Everywhere
Business Corporation in the present society is facing disruption by organizations that offer
platforms where buyers and sellers interact. Therefore, truly disruptive innovation makes more
affordable products as it opens them to the base of new customers (Jones, Cope, and Kintz
2016). Hence, from the above examinations, it is clear to note that disruptive innovation is not
just about software. There are basic factors that make it efficient as all technology domains are
expanding at the pace never witnessed previously in the business community.
Key drivers of disruptive innovation 10
List of References
Abiodun, A., and Sarpong, D. (2018). Disruptive innovation at the base-of-the-pyramid. Critical
Perspectives on International Business, 14(2), 111-138. doi:http://dx.doi.org/10.1108/cpoib-11-
2016-0053
Battleson, D. A., West, B. C., Kim, J., Ramesh, B., and Robinson, P. S. (2016). Achieving
dynamic capabilities with cloud computing: An empirical investigation. European Journal of
Information Systems, 25(3), 209-230. doi:http://dx.doi.org/10.1057/ejis.2015.12
Benazzouz, N. (2018). Disruptive Innovation: A Historical Review and Recent Developments.
Horyzonty Polityki, 9(29), pp. 113-130. doi:http://dx.doi.org/10.17399/HP.2018.092907
Catinean, I., and Cândea, D. (2013). Characteristics of the cloud computing model as a disruptive
innovation. Revista De Management Comparat International, 14(5), 783-803. Retrieved from
https://search.proquest.com/docview/1520561449?accountid=30552
Dumitrescu, G. C., and Tanase, I. A. (2016). 3D printing - A new industrial revolution.
Knowledge Horizons.Economics, 8(1), 32-39. Retrieved from
https://search.proquest.com/docview/1793552762?accountid=30552
Heinis, T. B., Hilario, J., and Meboldt, M. (2018). Empirical study on innovation motivators and
inhibitors of internet of things applications for industrial manufacturing enterprises. Journal of
Innovation and Entrepreneurship, 7(1), 1-22. doi:http://dx.doi.org/10.1186/s13731-018-0090-7
Holtzman, Y. (2014). A strategy of innovation through the development of a portfolio of
innovation capabilities. The Journal of Management Development, 33(1), 24-31.
doi:http://dx.doi.org/10.1108/JMD-11-2013-0138
List of References
Abiodun, A., and Sarpong, D. (2018). Disruptive innovation at the base-of-the-pyramid. Critical
Perspectives on International Business, 14(2), 111-138. doi:http://dx.doi.org/10.1108/cpoib-11-
2016-0053
Battleson, D. A., West, B. C., Kim, J., Ramesh, B., and Robinson, P. S. (2016). Achieving
dynamic capabilities with cloud computing: An empirical investigation. European Journal of
Information Systems, 25(3), 209-230. doi:http://dx.doi.org/10.1057/ejis.2015.12
Benazzouz, N. (2018). Disruptive Innovation: A Historical Review and Recent Developments.
Horyzonty Polityki, 9(29), pp. 113-130. doi:http://dx.doi.org/10.17399/HP.2018.092907
Catinean, I., and Cândea, D. (2013). Characteristics of the cloud computing model as a disruptive
innovation. Revista De Management Comparat International, 14(5), 783-803. Retrieved from
https://search.proquest.com/docview/1520561449?accountid=30552
Dumitrescu, G. C., and Tanase, I. A. (2016). 3D printing - A new industrial revolution.
Knowledge Horizons.Economics, 8(1), 32-39. Retrieved from
https://search.proquest.com/docview/1793552762?accountid=30552
Heinis, T. B., Hilario, J., and Meboldt, M. (2018). Empirical study on innovation motivators and
inhibitors of internet of things applications for industrial manufacturing enterprises. Journal of
Innovation and Entrepreneurship, 7(1), 1-22. doi:http://dx.doi.org/10.1186/s13731-018-0090-7
Holtzman, Y. (2014). A strategy of innovation through the development of a portfolio of
innovation capabilities. The Journal of Management Development, 33(1), 24-31.
doi:http://dx.doi.org/10.1108/JMD-11-2013-0138
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Key drivers of disruptive innovation 11
Johnsson, M. (2017). Innovation enablers for innovation teams - A review. Journal of Innovation
Management, 5(3), 75-121. Retrieved from https://search.proquest.com/docview/2137518082?
accountid=30552
Jones, J., Cope, J., and Kintz, A. (2016). Peering into the future of innovation management.
Research Technology Management, 59(4), 49-58.
doi:http://dx.doi.org/10.1080/08956308.2016.1185344
Krotov, V., Junglas, I., and Steel, D. (2015). The mobile agility framework: An exploratory
study of mobile technology enhancing organizational agility. Journal of Theoretical and Applied
Electronic Commerce Research, 10(3), 1-17. Retrieved from
https://search.proquest.com/docview/1719260384?accountid=30552
L'Hermitte, C., Bowles, M., Tatham, P., and Brooks, B. (2015). An integrated approach to agility
in humanitarian logistics. Journal of Humanitarian Logistics and Supply Chain Management,
5(2), 209-233. doi:http://dx.doi.org/10.1108/JHLSCM-04-2014-0016
Mohr, S., and Khan, O. (2015). 3D printing and its disruptive impacts on supply chains of the
future. Technology Innovation Management Review, 5(11), 20-25. Retrieved from
https://search.proquest.com/docview/1736797730?accountid=30552
Tarabasz, A. (2016). The internet of things – digital revolution in offline market. opportunity or
threat? Handel Wewnetrzny, (363), 325-337. Retrieved from
https://search.proquest.com/docview/2087277662?accountid=30552
Johnsson, M. (2017). Innovation enablers for innovation teams - A review. Journal of Innovation
Management, 5(3), 75-121. Retrieved from https://search.proquest.com/docview/2137518082?
accountid=30552
Jones, J., Cope, J., and Kintz, A. (2016). Peering into the future of innovation management.
Research Technology Management, 59(4), 49-58.
doi:http://dx.doi.org/10.1080/08956308.2016.1185344
Krotov, V., Junglas, I., and Steel, D. (2015). The mobile agility framework: An exploratory
study of mobile technology enhancing organizational agility. Journal of Theoretical and Applied
Electronic Commerce Research, 10(3), 1-17. Retrieved from
https://search.proquest.com/docview/1719260384?accountid=30552
L'Hermitte, C., Bowles, M., Tatham, P., and Brooks, B. (2015). An integrated approach to agility
in humanitarian logistics. Journal of Humanitarian Logistics and Supply Chain Management,
5(2), 209-233. doi:http://dx.doi.org/10.1108/JHLSCM-04-2014-0016
Mohr, S., and Khan, O. (2015). 3D printing and its disruptive impacts on supply chains of the
future. Technology Innovation Management Review, 5(11), 20-25. Retrieved from
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Key drivers of disruptive innovation 12
Taran, Y., Nielsen, C., Montemari, M., Thomsen, P. and Paolone, F. (2016). Business model
configurations: a five-V framework to map out potential innovation routes. European Journal of
Innovation Management, 19(4), pp. 492-527. doi:http://dx.doi.org/10.1108/EJIM-10-2015-0099
Walsh, G. S., Przychodzen, J., and Przychodzen, W. (2017). Supporting the SME
commercialization process: The case of 3D printing platforms. Small Enterprise Research, 24(3),
257-273. doi:http://dx.doi.org/10.1080/13215906.2017.1396490
Werfs, M., Baxter, G., Allison, I. K., and Sommerville, I. (2013). Migrating software products to
the cloud: An adaptive STS perspective. Journal of International Technology and Information
Management, 22(3), 37-I. Retrieved from https://search.proquest.com/docview/1522799272?
accountid=30552
Taran, Y., Nielsen, C., Montemari, M., Thomsen, P. and Paolone, F. (2016). Business model
configurations: a five-V framework to map out potential innovation routes. European Journal of
Innovation Management, 19(4), pp. 492-527. doi:http://dx.doi.org/10.1108/EJIM-10-2015-0099
Walsh, G. S., Przychodzen, J., and Przychodzen, W. (2017). Supporting the SME
commercialization process: The case of 3D printing platforms. Small Enterprise Research, 24(3),
257-273. doi:http://dx.doi.org/10.1080/13215906.2017.1396490
Werfs, M., Baxter, G., Allison, I. K., and Sommerville, I. (2013). Migrating software products to
the cloud: An adaptive STS perspective. Journal of International Technology and Information
Management, 22(3), 37-I. Retrieved from https://search.proquest.com/docview/1522799272?
accountid=30552
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