IDD 1255_Question 5

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Asian Business School *

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101

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Management

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Nov 24, 2024

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Question 5 Context of the study new technologies are being developed on numerous fronts in a constant procession. According to study, disruptive innovations occur practically every time a new technology is developed, and as a result, the impact of these technologies on society continues to increase. As a result, it is important to realise that not all emerging technologies have the capacity to change the social or even the corporate landscapes in the workplace. There are some innovations, though, that could upend the current order. The way people live and work in society will also need to change as a result of these technologies, and the corporate sector will need to take into account shifting value pools (Fudickar and Hottenrott, 2019). To make sure that there is a solid grasp of the technologies that have the ability to change and alter society in the future, it is necessary to critically assess the corporate and policy leaders. The disruptive technologies listed below and the societal effects they will have been illustrative. modern energy storage methods for the purpose of storing energy for later use, there are physical tools and technology. These technologies are available for individual usage in the future. Lithium-ion battery and fuel cell utilisation is part of these technologies. In addition, the energy sector is where electric and hybrid cars belong. According to estimates, cost-effective electronic vehicles will be possible in the future decades thanks to the development of energy storage technologies. These innovations will make it easier to supply power to rural areas, particularly in developing nations. The energy grid will ultimately become more useful and efficient. The development of disruptive technologies has been on the increase for decades, and self-driving cars are one such example in the automotive industry. In other words, the term "going mobile" used to refer to the act of travelling rather than going online. Markets that start-ups target are frequently considered to be too tiny by established firms to warrant their attention. This can be a severe mistake because start-ups that focus on underserved markets frequently become a foothold and cause disruption in the sector. The threat is typically more serious coming from the opposite direction; start-ups that do experience some success frequently have to deal with extremely significant replies from well-established firms that have access to far more resources (Meng et al. 2022). Take Slack, a platform for

business instant messaging that operates on a freemium revenue model, as an example. Slack had been steadily increasing its user base for four years when Microsoft added the comparable but more feature-rich product Teams to its software line-up. Microsoft had already made an acquisition bid for Slack, but the company turned it down. Microsoft made the decision to create its own platform as a result. Such a move by a rival can be fatal for a start-up, but in Slack's case, the company replied by further integrating with Google's service platform and gaining customers from Atlassian's Stride and HipChat platforms, with Atlassian incorporating Slack into its agile project software solutions. The premium version of Slack is paid for by more than a quarter of users. The freemium version is used by the remainder. While established corporations' resources frequently act as a substantial deterrent for start-ups, smaller businesses can aim to uncover and capitalise on advantages that larger organisations will find difficult to duplicate. Customization, exclusivity, and other points of distinction are examples of this. For instance, in exchange for exclusive supply agreements, the online clothes store Zulily focused on developing good relationships with suppliers based on excellent communication, fast payment, and fair transactions. The technique taken by Amazon, in contrast, is based solely on the use of Amazon's purchasing power (Petti et al. 2021). Zulily was protected from price reductions by Amazon and other online retailers thanks to their unique supply agreements, which allowed them to offer a selection not found on any other platform. The corporate climate is rapidly changing due to technological advancements. Organisations have been known to embrace disruption in some instances. Disruptive technology can have a variety of effects. Disruptive technologies and the definition of learning organisations are both discussed in the literature reviewed. Following that, there is a clear connection between learning organisations and disruptive technological advances. The learning organisations are impacted by disruptive technology. In order to adapt and deploy disruptive technology, organisations invest in strong leadership, effective communication channels, and a strong employee taskforce. Technology disruption has an impact on the leadership process. By affecting the organization's leadership strategy, disruptive innovation has an impact on organisational learning. The degree

of morale and productivity among employees in an organisation is determined by the leadership. Employees will be less motivated and perform below expectations, for instance, if an organisation is experiencing difficulties with its leadership process. When disruptive innovations are implemented within an organisation and employee morale is low, it might be difficult to get the greatest results possible from the disruptive innovations. As a result, during the process, resistances to change may be shown. Disruptive innovations thus have an impact on how leadership processes are carried out within an organisation (Bigos and Pera, 2022). It compels the leadership team to adopt a transformational leadership approach in which the workforce participates in the process as well. These staff members will be able to voice their opinions and be challenged on new ideas in order to help the company achieve its objectives.

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Reference List Journals Bigos, K. and Pera, B., 2022. Human capital and its role in start-ups’ early internationalisation. An example of Polish new ventures. Studies of the Industrial Geography Commission of the Polish Geographical Society, 36(4), pp.120-131. Fudickar, R. and Hottenrott, H., 2019. Public research and the innovation performance of new technology based firms. The Journal of Technology Transfer, 44(2), pp.326-358. Meng, S., Gao, X. and Duan, L., 2022. Facing the COVID-19 Pandemic and Developing a Sustainable Entrepreneurial Ecosystem: The Theory and Practice of Innovation and Entrepreneurship Policies in China. International Journal of Environmental Research and Public Health, 19(14), p.8797. Petti, C., Nguyen Dang Tuan, M., Nham Phong, T., Pham Thi, M., Ta Huong, T. and Perumal, V.V., 2021. Technological Catch-Up and Innovative Entrepreneurship in Vietnamese Firms. Administrative Sciences, 11(3), p.100.

IDD 1255_Question 5

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