Strategic Management in the Era of Disruptive Technologies: A Framework for Adoption and Implementation
DOI:
https://doi.org/10.58192/profit.v2i4.2058Keywords:
Disruptive Technologies, Strategic Management, Framework AdoptionAbstract
The relentless advancement of disruptive technologies necessitates a reevaluation of strategic management approaches within organizations. This research presents a comprehensive framework tailored for the adoption and effective implementation of disruptive technologies. Through an extensive review of literature and case studies, the framework integrates key elements such as environmental scanning, organizational readiness assessment, technology assessment, strategic alignment, and change management strategies. It emphasizes the importance of proactive adaptation and agile response to technological disruptions to maintain competitiveness and sustain growth. The proposed framework offers guidance to executives, managers, and decision-makers in navigating the complexities of technological innovation while mitigating risks and leveraging opportunities. By embracing this framework, organizations can enhance their ability to harness disruptive technologies, driving transformative change, and achieving strategic objectives in today's dynamic business landscape.
References
Bower, J. L., & Christensen, C. M. (1995). Disruptive technologies: Catching the wave. Harvard Business Review, 73(1), 43-53.
Braun, V., & Clarke, V. (2006). Using thematic analysis in psychology. Qualitative research in psychology, 3(2), 77-101.
Christensen, C. M. (1997). The innovator's dilemma: When new technologies cause great firms to fail. Harvard Business Review Press.
Christensen, C. M., & Raynor, M. E. (2003). The innovator's solution: Creating and sustaining successful growth. Harvard Business Review Press.
Creswell, J. W., & Creswell, J. D. (2017). Research design: Qualitative, quantitative, and mixed methods approaches. Sage publications.
Lee, H., Olson, D. L., & Trimi, S. (2012). The impact of disruptive technology: An investigation of the perspectives of technology adopters and technology providers. Journal of Strategic Information Systems, 21(1), 3-14.
McKinsey Global Institute. (2017). Harnessing automation for a future that works. McKinsey & Company.
Patricia, M. C. (2023). Sustainable Retail Financing in Turbulent and Difficult Market Conditions: A Dynamic Capability Perspective. Journal of Management and Entrepreneurship Research, 4(1), 17-29. https://doi.org/10.34001/jmer.2023.6.04.1-35
Porter, M. E., & Heppelmann, J. E. (2015). How smart, connected products are transforming competition. Harvard Business Review, 93(10), 96-114.
Rothaermel, F. T. (2015). Strategic management. McGraw-Hill Education.
Santoso, S., Qalbia, F., & Benardi, B. (2023). Dampak Pandemi Covid 19 Terhadap Kinerja Keuangan Bank Umum di Indonesia. ASSET: Jurnal Manajemen dan Bisnis, 6(1). doi:https://doi.org/10.24269/asset.v6i1.7133
Wang, E. T. G., & Ahmed, P. K. (2004). The development and validation of the organizational innovativeness construct using confirmatory factor analysis. European Journal of Innovation Management, 7(4), 303-313.
Westerman, G., Bonnet, D., & McAfee, A. (2014). Leading digital: Turning technology into business transformation. Harvard Business Review Press.
