1. A Reflective Review of Disruptive Innovation Theory 2013. 09. 28 정상철 1

2. This paper aims to (1) clarify the concept of disruptive innovation and some common misinterpretations; (2) evaluate the theoretical and empirical developments of Disruptive Innovation Theory in order to identify the research gaps to be addressed in the future; (3) propose a series of potential inhibitors and subsequent enablers of disruptive innovations 2 1 장. 서 문

3. 3 2. Evolution and description of disruptive innovation

4. 4 He introduces the important aspects of changing performance with time, plots the trajectories of product performance provided by firms and demanded by customers for different technologies and market segments, and shows that technology disruptions occur when these trajectories intersect

5. 3. Definition of disruptive innovation 5

6. Clarification of some potential misunderstandings. Three; 1) disruption is a relative phenomenon. Dell Computers began by selling computers over the telephone or by mail. 2) disruptive innovation does not always imply that entrants or emerging business will replace the incumbents or traditional business. 3) disruptive innovation is not equal to destructive innovation. e.g IBM 의 SiGe-based Chip 6 3. Definition of disruptive innovation

7. 7 4. Predictive use of the Disruptive Innovation Theory Christensen (2006) has refuted the assertion of Danneels and Tellis : The model was derived from histories, but the definition of disruptiveness exists independent of the outcomes. The dethronement of incumbents is frequently observed, but this is not necessarily always the outcome of disruptive innovation. Schmidt (2004) proposed a model which may give firms some tools to use in assessing whether a market is ripe for disruption. Paap and Katz (2004) pointed out general guidance to predict future disruption, such as ‘'do not ignore your customers, both current and potential’'. Danneels (2004) has suggested tailoring extant( 현존하는 ) technology forecasting methods to forecast potential disruptive technology. Govindarajan and Kopalle (2006) believe that the disruptive innovation framework indeed could help us make ex ante( 어림짐작 ) predictions about the type of firms likely to develop disruptive innovations.

8. 8 5. Enabling potential disruptive innovation Human resources: managers and employees 뿌리깊은 비혁신적 관행 - additional team + long- term-oriented incentive plans, 무능한 관리자 - 장해요소, spin-offs 다른조직 Organizational culture: doubleedged sword – 혁신을 성공시키기도 하고 실패시키기도 함 (cultural inertia 타성 ) –Entrepreneurship, risktaking, flexibility and creativity, should be preserved Resource allocation –primary inhibitor is structured routines( 1.key evaluation factor of financial returns 2. traditional market research reports. ) –resource dependence: 자원을 축적하는 사업에 묶이게 됨 –One solution: strategic buckets 양동이 to manage sustaining vs disruptive projects independently –Another solution: Good Manufacturing Practice (GMP),9 which has projects in all the different pipeline phases and manages each phase as a mini-project (Hogan 2005).

9. 9 5. Enabling potential disruptive innovation Organizational structure The aspect of organizational structure covers discussion on –the sizes of firm and business units : R&D effectiveness 의 주요변수, Small is better – debate on spin-offs 파생 vs ambidextrous 이중의 organization, – a proposal on collaboration 협동 between incumbent firms and start-ups. – 대안 : autonomous 자율적인 organization Organizational culture: doubleedged sword – 혁신을 성공시키기도 하고 실패시키기도 함 (cultural inertia 타성 ) –Entrepreneurship, risktaking, flexibility and creativity, should be preserved Resource allocation –primary inhibitor is structured routines( 1.key evaluation factor of financial returns 2. traditional market research reports. ) –resource dependence: 자원을 축적하는 사업에 묶이게 됨 –One solution: strategic buckets 양동이 to manage sustaining vs disruptive projects independently –Another solution: Good Manufacturing Practice (GMP),9 which has projects in all the different pipeline phases and manages each phase as a mini-project (Hogan 2005).

10. 10 5. Enabling potential disruptive innovation Context and environment –relationships with technological suppliers and partners : 상업화하는데 중요 – effective organizations:tend to undertake reorientations 지향 or quantum 양적인 innovations + disruptive innovation –USA hard disk drives & Personal Handphone System: 일본에서 실패 ( 기업가정신, 법규, 문화, 경 제적환경 ) Customer-orientation under disruptive changes –we could not emphasize more the importance of carefully finding the emerging market and deeply understanding the customers’' latent needs, because a firm’'s disabilities in finding new markets for new technologies may be its most serious innovation handicap – 상기 고객행동을파악하는 several techniques: customer visit programs, empathic 감정이 입의 designs, lead-user processes, research on customer’'s customers and targeting developing markets Technological strategies of disruptive innovation –highlighted the necessity of proposing a systematic approach to identify or create potential disruptive technologies that was not addressed in the extant 현존하는 literature. –provide practical guidance to R&D managers, as well as further enhance the predictive value of the theory. –To create technology or product for disruptive innovations, +to scan 조사하다 the technological landscape for new application or development of existing technology, products and some modules of products

11. 11 5. Enabling potential disruptive innovation

12. 이상입니다. 12