Abstract
Disruptive technologies alter the competitive conditions by proposing new sources of value to the customers and possibly cannibalizing existing offerings. Their implications are frequently discussed from the perspective of markets and competition, whereas changes in the internal operations of manufacturing firms are not sufficiently considered. This study explores changes in the practices and delivery chain cooperation of suppliers, when introducing disruptive technologies. In an embedded case study of two disruptive material technologies, we find support for the cognitive and behavioral aspects of changes and reveal the contingent nature and unique character of technology introduction in the business-to-business context.
| Original language | English |
|---|---|
| Title of host publication | 22nd EurOMA Conference |
| Subtitle of host publication | Operations management for sustainable competitiveness |
| Place of Publication | Switzerland |
| Publisher | European Operations Management Association |
| Publication status | Published - 2015 |
| Publication type | D3 Professional conference proceedings |
| Event | International Annual European Operations Management Association Conference - Duration: 1 Jan 1900 → … |
Conference
| Conference | International Annual European Operations Management Association Conference |
|---|---|
| Abbreviated title | EurOMA |
| Period | 1/01/00 → … |
Keywords
- operations change
- disruptive technology
- product innovation
