The DOI matches its Crossref record; 91 of the 93 references it cites were found in a registry or an index.
A Reflective Review of Disruptive Innovation Theory
Abstract
Disruptive Innovation Theory has created a significant impact on management practices and aroused plenty of rich debate within academia. Copious as the studies are, the scattered and conflicting nature of the literature on disruptive innovation in the last decade may pose a state of ambiguity for future research, thus necessitating a comprehensive review at this juncture. This paper first clarifies the basic concept and potential misinterpretations of the theory. Believing in the predictive value of the theory on firm performance, the authors then summarize and critique the research on how to enable potential disruptive innovation from internal, external, marketing and technology perspectives. The different perspectives inspired the authors to identify a number of key research directions within the disruptive innovation research domain. Potential future research is also briefly discussed by integrating disruptive innovation with other research domains, such as open innovation. Finally, in addition to theoretical contributions, the authors make practical contributions by outlining a series of potential inhibitors and enablers of disruptive innovation as managerial ‘take‐aways’.
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“The macro view of TLC understands that technological evolution, technological progression, and technological progression within industries and industry evolution are central to the technology evolution model [111,112].”
From Digitisation and the Circular Economy: A Review of Current Research and Future Trends (2018) · cites this paper as [112]
In the citing paper
“The next step in this cycle is the era of evolution where incremental changes are made for the selected technology. Refs. [112,113] describes these changes as evolutionary, continuous, incremental, or 'nuts and bolts' technologies.”
From Digitisation and the Circular Economy: A Review of Current Research and Future Trends (2018) · cites this paper as [112]
Citations
Cites
External Control of Organizations: Resource Dependence Perspective
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Tushman, M. L., & Anderson, P. (1986) · Administrative Science Quarterly · doi:10.2307/2392832 · Cited by 6,188
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Exploitation, Exploration, and Process Management: The Productivity Dilemma Revisited
Benner, M. J., & Tushman, M. L. (2003) · Academy of Management Review · doi:10.5465/amr.2003.9416096 · Cited by 4,386
Sources, Procedures, and Microeconomic Effects of Innovation
Giovanni Dosi, A. (2000) · Edward Elgar Publishing eBooks · doi:10.4337/9781782541851.00008 · Cited by 4,246
Technological Discontinuities and Dominant Designs: A Cyclical Model of Technological Change
Anderson, P., & Tushman, M. L. (1990) · Administrative Science Quarterly · doi:10.2307/2393511 · Cited by 3,255
Innovation: Mapping the winds of creative destruction
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Research works printed but not linked: 7
- Ahuja G., 2001, Entrepreneurship in the large corporation: a longitudinal study of how established firms create breakthrough discoveries, Administrative Science Quarterly, 38, 51
- 10.2307/30040711 · DOI
- Christensen C.M., 1997, The Innovator's Dilemma: When New Technologies Cause Great Firms to Fail
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Cited by
Sorted by citations
Sustainable business model innovation: A review
Geissdoerfer, M., Vladimirova, D., & Evans, S. (2018) · Journal of Cleaner Production · doi:10.1016/j.jclepro.2018.06.240 · Cited by 1,976
Evans, S., Vladimirova, D., Holgado, M., Van Fossen, K., Yang, M., Silva, E. A., & Barlow, C. Y. (2017) · Business Strategy and the Environment · doi:10.1002/bse.1939 · Cited by 1,370
Digital transformation: a review, synthesis and opportunities for future research
Nadkarni, S., & Prügl, R. (2020) · Management Review Quarterly · doi:10.1007/s11301-020-00185-7 · Cited by 916
Innovation in education: what works, what doesn’t, and what to do about it?
Serdyukov, P. (2017) · Journal of Research in Innovative Teaching & Learning · doi:10.1108/jrit-10-2016-0007 · Cited by 1,204
“Innovations can be categorized as evolutionary or revolutionary (Osolind, 2012), sustaining or disruptive (Christensen and Overdorf, 2000; Yu and Hang, 2010).”
BackgroundKarimi, J., & Walter, Z. D. (2015) · Journal of Management Information Systems · doi:10.1080/07421222.2015.1029380 · Cited by 924
Metadata
- Authors
- Yu, D., & Hang, C. C.
- Affiliations
- National University of Singapore (SG)
- ORCID
- Yu, Dan
- Venue
- International Journal of Management Reviews
- Publisher
- Wiley
- Published
- 2010-11-05
- Volume
- 12
- Issue
- 4
- Pages
- 435-452
- ISSN
- 1460-8545 (ISSN-L)
- 1468-2370
- OpenAlex
- W2161611374
- Cited by
- 547
- References
- 93
- Citations by year
- 2026: 11 · 2025: 18 · 2024: 25 · 2023: 26 · 2022: 33 · 2021: 50 · 2020: 46 · 2019: 62 · 2018: 61 · 2017: 60 · 2016: 28 · 2015: 38 · 2014: 29 · 2013: 22 · 2012: 26
- FWCI
- 34.55
- Type
- journal article
- Language
- en
- Open access
- closed
- Locations
- International Journal of Management Reviews (publishedVersion)
- National University of Singapore (submittedVersion)
- Topics
- Social Sciences › Business, Management and Accounting › Strategy and Management › Business Strategies and Innovation
- Social Sciences › Business, Management and Accounting › Strategy and Management › Innovation and Knowledge Management
- Social Sciences › Decision Sciences › Management Science and Operations Research › Innovation Diffusion and Forecasting
- Keywords
- disruptive innovation, innovation theory, firm performance, open innovation, internal innovation, external innovation, marketing perspective, technology perspective
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