|
A disruptive innovation is an innovation that creates a new market and value network and eventually disrupts an existing market and value network, displacing established market leaders and alliances. The term was defined and phenomenon analyzed by Clayton M. Christensen beginning in 1995.〔Bower, Joseph L. & Christensen, Clayton M. (1995)〕 More recent sources also include "significant societal impact" as an aspect of disruptive innovation.〔Assink, Marnix. "Inhibitors of disruptive innovation capability: a conceptual model." ''European Journal of Innovation Management'' 9.2 (2006): 215-233.〕 Not all innovations are disruptive, even if they are revolutionary. For example, the automobile was not a disruptive innovation, because early automobiles were expensive luxury items that did not disrupt the market for horse-drawn vehicles. The market for transportation essentially remained intact until the debut of the lower-priced Ford Model T in 1908. The ''mass-produced'' automobile was a disruptive innovation, because it changed the transportation market, whereas the first thirty years of automobiles did not. Disruptive innovations tend to be produced by outsiders. The business environment of market leaders does not allow them to pursue disruption when they first arise, because they are not profitable enough at first and because their development can take scarce resources away from sustaining innovations (which are needed to compete against current competition).〔.〕 A disruptive process can take longer to develop than by the conventional approach and the risk associated to it is higher than the other more incremental or evolutionary forms of innovations, but once it is deployed in the market, it achieves a much faster penetration and higher degree of impact on the established markets.〔 ==History and usage of the term== The term disruptive technologies was coined by Clayton M. Christensen and introduced in his 1995 article ''Disruptive Technologies: Catching the Wave'',〔Bower, Joseph L. & Christensen, Clayton M. (1995). However the concept of new technologies leading to wholesale economic change is not a new idea since Joseph Schumpeter adapted the idea of creative destruction from Karl Marx. Schumpeter (1949) in one of his examples used "the railroadization of the Middle West as it was initiated by the Illinois Central". He wrote, "The Illinois Central not only meant very good business whilst it was built and whilst new cities were built around it and land was cultivated, but it spelled the death sentence for the () agriculture of the West."["Disruptive Technologies: Catching the Wave" ''Harvard Business Review'', January–February 1995〕 which he cowrote with Joseph Bower. The article is aimed at management executives who make the funding or purchasing decisions in companies, rather than the research community. He describes the term further in his book ''The Innovator's Dilemma''.〔.〕 ''Innovator's Dilemma'' explored the cases of the disk drive industry (which, with its rapid generational change, is to the study of business what fruit flies are to the study of genetics, as Christensen was advised in the 1990s〔.〕) and the excavating equipment industry (where hydraulic actuation slowly displaced cable-actuated movement). In his sequel with Michael E. Raynor, ''The Innovator's Solution'',〔.〕 Christensen replaced the term ''disruptive technology'' with ''disruptive innovation'' because he recognized that few technologies are intrinsically disruptive or sustaining in character; rather, it is the ''business model'' that the technology enables that creates the disruptive impact. However, Christensen's evolution from a technological focus to a business-modelling focus is central to understanding the evolution of business at the market or industry level. Christensen and Mark W. Johnson, who cofounded the management consulting firm Innosight, described the dynamics of "business model innovation" in the 2008 ''Harvard Business Review'' article "Reinventing Your Business Model".〔Johnson, Mark, Christensen, Clayton, et al., 2008, "Reinventing Your Business Model, ''Harvard Business Review'', December 2008.〕 The concept of disruptive technology continues a long tradition of identifying radical technical change in the study of innovation by economists, and the development of tools for its management at a firm or policy level. In the late 1990s, the automotive sector began to embrace a perspective of "constructive disruptive technology" by working with the consultant David E. O'Ryan, whereby the use of current off-the-shelf technology was integrated with newer innovation to create what he called "an unfair advantage". The process or technology change as a whole had to be "constructive" in improving the current method of manufacturing, yet disruptively impact the whole of the business case model, resulting in a significant reduction of waste, energy, materials, labor, or legacy costs to the user. In keeping with the insight that what matters economically is the business model, not the technological sophistication itself, Christensen's theory explains why many disruptive innovations are ''not'' "advanced technologies", which the technology mudslide hypothesis would lead one to expect. Rather, they are often novel combinations of existing off-the-shelf components, applied cleverly to a small, fledgling value network. 抄文引用元・出典: フリー百科事典『 ウィキペディア（Wikipedia）』 ■ウィキペディアで「disruptive innovation」の詳細全文を読む スポンサード リンク
|