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Disruptive Innovation
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What is Disruptive Innovation?

Disruptive innovation describes the process by which a new product, service, or business model transforms an existing market—often by starting at the margins and eventually displacing established competitors. The concept appears across business strategy, information systems management, and technology policy courses, where students are asked to examine how companies create and sustain competitive advantage. It is academically compelling because it sits at the intersection of economics, organizational behavior, and technology, forcing analysis of why market leaders sometimes fail precisely because they are focused on serving their best customers. Companies like Apple, Google, and Southwest Airlines frequently surface as reference points, making the topic grounded in recognizable, real-world cases.

Papers on this topic take several distinct approaches. Strategic analysis frameworks appear often, with students applying tools like resource-based view or internal analysis to companies undergoing significant change—GE's two-decade transformation and Southwest Airlines are common subjects. Other essays examine innovation through a market-positioning lens, exploring how platform strategies and e-commerce have reshaped industries, including why disintermediation has not always unfolded as predicted. Some papers focus on horizontal innovation networks and the role users play in the creative process, while others treat disruptive innovation as a policy or organizational change problem, looking at sectors like health care or mobile computing.

A strong essay on disruptive innovation needs a clearly scoped thesis that moves beyond simply defining the concept and instead argues how or why disruption succeeded or failed in a specific context. Evidence drawn from company strategy, market data, and named frameworks carries more weight than broad generalizations. The most common pitfall is conflating any technological change with disruption—good essays distinguish incremental improvement from genuine market transformation and explain that difference with precision.

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Paper Masters
Transformational leadership and change management at Cincom Systems
New developments in an industry are as disruptive as the fundamental re-ordering of their economics with a corresponding shift in the balance of political power that defines boundaries of influence. Organizational change and its many dynamics take on added significance in the study of how disruptive technologies re-order organizational cultures with significant cultural, economic, social and political implications (Bordum, 2010). The role of transformational leaders in successful change management initiatives is that of stabilizing force for employees on the one hand, and visionary defining the future direction of the enterprise on the other (Boga, Ensari, 2009). One of the most volatile industries today is enterprise software, and the transformational change that is happening at a strategic level in this industry today. This transformational change at a technological level is revolutionary, as is evidenced by the rapid $1B+ market valuations of companies including Salesforce.com and others on the Software-as-a-Service (SaaS) platform. SaaS-based software is bringing rapid transformational change to the business models of enterprise software companies with increasing intensity, shifting long-standing evolutionary business models based on recurring software revenue streams in the process. Within these dynamics of revolutionary change are ample examples of how organizations are structuring and executing their change management initiatives. Implementing key parts of their Organizational Change Models, and averting resistance to change through effective transformation through change management participative leadership and planning (Herold, Fedor, Caldwell, Liu, 2008). While there are many enterprise software companies struggling with this aspect of their core business models, the subject of this analysis is privately-held Cincom Systems, headquartered in Cincinnati, Ohio with operations throughout seventeen nations and employing over 700 associates globally. What makes the study of Cincom Systems relevant to organizational change management is the high level of dependency the company has today on its core enterprise software companies, who in most cases for decades paid maintenance fees, contract amounts, and despite the value of SaaS-based economics and the potential to gain even greater leverage and value for their investments, continue to hold onto their on-premise licensing models. Cincom Systems is facing the urgent challenge of change management with its customer base, and secondarily, with its engineering, services and support teams as well. The resistance to change that emanates from the customer base permeates parts of the organization, making the disruptive nature of SaaS applications and platform economics even more abrupt, and if unanswered, severe in the coming years. This analysis will concentrate on how change management can be implemented within Cincom Systems to bring both customers and employees into a more transformative role. Second, how the leaders at Cincom can overcome resistance to change, and hwo the lessons learned from using the Force Field Analysis Model can be applied to Cincom specifically and enterprise software vendors strategically. The Culture Web is used as a means to analyze the current climate within Cincom and provide prescriptive guidance for the future. Finally the role of transformational leaders is also assessed. The enterprise software industry is going through a massive level of change today as the collection fo SaaS- and Cloud-based application technologies and the economic advantages they offer customers continues to increase. The economics of Cloud computing and SaaS applications are having a reverberating effect throughout Cincom Systems and the entire software industry. The impacts of this disruptive, transformational change are the primary catalysts of this analysis.
Paper Doctorate
Southwest Airlines' resource-based view and competitive advantage
Internal Analysis of the Southwest Airlines RBV Framework
Paper Undergraduate
Second movers' strategies for catching first movers in increasing returns markets
Despite being the second or third to market in an industry based on increasing returns, it is possible to catch up to the first mover in terms of installed base. Of the many factors that go into this strategic decision…
Essay Undergraduate
Foot Locker's financial recovery and competitive position in athletic retailing
Foot Locker is one of the global leaders in the athletic footwear, apparel and multichannel retailing market., with 3,500 stores globally operating in 21 countries. The company operates retail outlets across a variety of brands including Foot Locker, Lady Foot Locker, Kids Foot Locker, Champs Sports, Footaction and CCS. As of this writing the company employs just over 38,007 employees with the majority being part-time (approximately 25,000) (Foot Locker Investor Relations, 2012). Top-line revenue growth continues to be strong with Foot Locker recording $5.049B in their latest full fiscal year ended in January, 2011 (FY2011). This represented a 4% increase over the previous year. As of the latest financial reporting Foot Locker has provided, their revenue is $5.6B and operating profit is $443M. This compares to previous fiscal periods where the company earned an operating profit of $262M in FY2011 and $80M in FY 2010 (Foot Locker Investor Relations, 2012). Foot Locker has seen their margins significantly rode during the recession yet has been able to stage a strong return to profitability by concentrating on more internal process efficiency including more effective inventory control. For a full financial ratio analysis of Foot Locker please see Appendix A and B, Foot Locker Financial Ratio Analysis and Foot Locker Income Statement Analysis.
Paper Undergraduate
Human resource management frameworks and transformational leadership
Human Resource Management (HRM) frameworks must be both agile enough to respond to the increasing pace of disruptive change while at the same time strong and hardened to sustain organizational structures to strategic…
Essay Doctorate
Assessing user-generated innovation's value for competitive product development
Horizontal Innovation Networks: By and for Users
Paper Undergraduate
Why disintermediation through e-commerce failed to materialize as predicted
Word limit (excluding List of References):
Paper Doctorate
Mobile computing as disruptive innovation across enterprise sectors
The pervasive adoption of mobile computing devices, combined with cloud computing and the quantum gains in application software are creating a globally diverse collaborative platform. These elements taken together are deliver an exceptionally fast and pervasive level of disruptive innovation across all sociocultural and technology sectors (Bernoff, Li, 2008). The impact of this disruptive innovation is so significant that IT departments have to drastically reorder their policies in smartphones, tablet PCs and other devices that employees are using to streamline their lives (Thomson, 2012). Smartphones, tablet PCs and devices like them are becoming so pervasive today that they are considered a formable cultural and socioeconomic factor in the planning and execution of business and government strategies well into the future (Bernoff, Li, 2008). This platform of technology is so pervasive, that it requires in-depth support to enable integration of systems to supporting data and network access to ensure the stability, security and reliability of performance. All of these factors are leading enterprises to create end-to-end platforms and technologies to enable the use of smartphones and tablet PCs' integration into the most complex workflows companies have (Saltzer, Reed, Clark, 1984). The large-scale investments by Google, Microsoft and others in the area of context-based computing and algorithm development, the continual investments in a technique called cyber-foraging, which is the ability to determine a person's location and interests based on the messaging provided by their smartphone or tablet PCs are nascent yet showing very significant potential (Gaddah, Kunz, 2003). In conjunction with these technologies is the continued reliance on Global Positioning Systems (GPS) to determine relative location of smartphones or tablet PCs and interlink them with local Web servers that have potentially relevant information (Satyanarayanan, 2001). Of the many technologies used for defining relative location of mobile devices to Web and cyber-foraging-based servers, the most reliable to date has been Radio Frequency Identification (RFID) (Welbourne, Balazinska, Borriello, Brunette, 2007). RFID has also emerged as the most reliable and secured technology to build middleware components of an enterprise-wide mobile platform on (Gaddah, Kunz, 2003). Middleware is software that unites the operating systems running the variety of diverse legacy and 3rd party systems enterprises rely on for successfully running their businesses on the one hand, and the application layer of the mobile software that users actually see on their systems. Based on the analysis completed for this study, middleware is a critical component for the overall performance of any mobile network. In evaluating the role of mobility in general and specifically the technologies needed to enable it on a global scale, the need for capturing, interpreting and providing insights in real-time back to mobile devices is critical. One of the most successful approaches for accomplishing this has been developed by Nokia, which uses a cyber-foraging technology that defines relative location of a smartphone or mobile device, also capturing its characteristics and the interests of the owner (Gaddah, Kunz, 2003). Cyber-foraging seeks to capture, classify, aggregate response to and then selectively publish content of interest from localized servers back to a mobile device, all transparently and in real-time to the user. This study evaluates how much more effective users of mobile devices are when the have access to the data they need, both from a personal and professional standpoint (Bernoff, Li, 2008). There has been five years of analysis completed on how to use cyber-foraging to streamline complex selling and services tasks throughout enterprises using this technology (Emmerich, 2007). Middleware's role in the future of mobility enterprise application development and its pervasive adoption is well-documented and known, and will continue to accelerate given the interest in this area by venture capitalists globally (Blair, Coulson, Grace, 2004). This analysis evaluates the advances made in Cloud-based middleware development and its use in enterprise-wide and metro-based network architectures. The third factor this that of usability, an area that has continually be a weakness in the development of mobile-based operating systems and applications. Smaller and lower-resolution screens have made even the simplest applications difficult to use over time. There are significant implications for how the future of mobility will progress based on the development and fine-tuning of operating systems on the usability dimension. The adoption of devices based on operating system is also included in this analysis, as the impact of design and usability standards has an immediate impact on customer adoption and long-term usability. The operating systems including Apple iOS, Google Android and Microsoft Windows and others are included in the analysis. This study has determined that the greater the level of robustness in middleware the higher the level of cross-platform integration support and stability of legacy applications over time (Gaddah, Kunz, 2003). The last section of this analysis includes an assessment of the security aspects of mobility strategies and devices, including the potential of hackers to completely overtake a mobile device and capture al personal data on it. The impact of middleware on the security and stability of any mobility network is evident in how effective Apple has been in creating enterprise-level options for enterprise IT departments to immediately wipe the contents clean off of any iPhone or Ipad that may have confidential data stored on it after it has been lost or stolen (Zhang, Gao, Jacobsen, 2005). This advanced level of functionality is attained through the use of middleware functions and support.
Paper Undergraduate
Social media's impact on travel and tourism marketing
Travel and tourism, a multibillion-dollar worldwide industry, with the UK being one of the premier tourist destinations, has constantly relied greatly on endorsement and advertising as platforms for the enormous number of destinations, spots, and vacation selections; hotels, resorts, areas, and countries; challenging for travel business, not to bring up the crowd of carriers, airlines, trains, cruise liners, buses, and other transport vehicles for travellers to those destinations. So imperative is the business that there are whole venues (together with smaller nations) whose financial systems are just about wholly reliant on tourism.
Paper Doctorate
Applying the augmented Porter model to Starbucks Coffee
The article a Fresh Look at Industry and Market Analysis (Slater, Olson) the authors recommend a revised framework based on the Porter Five Forces Model. The most significant differences between the Five Forces Model…