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Disruptive Technology, Value Proposition, and Business Model Change Management in a Multi-Faceted SME: Towards an Analytical Framework
Abstract
Disruptive technology, or disruptive innovation, is undeniably one of the most significant concepts to emerge from management theory in the last three decades. Both its theoretical and practical impact has been far reaching. Notwithstanding this stellar impact, it seems unlikely that a small hyper-conservative, risk-averse SME with limited management training in concepts that have little immediate return on investment would choose to embark upon a radical change of direction sparked by new technology and innovation. Using an interpretivist, inductive, approach based on interview material and personal observation, this chapter examines the realities of business strategy, how disruption is perceived, management decisions made, technologies introduced, and change management enacted in this family-run business. The chapter concludes that change perception and change management are related to efficiency and threat responses rather than disruption to business models or technology availability.
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