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Lifting the lid on disruption fever
Journal of Strategy and Management Pub Date : 2020-07-24 , DOI: 10.1108/jsma-05-2020-0116
Michael Wade , Didier C-L Bonnet , Jialu Shan

This paper provides evidence based quantification of both “actual” disruption of industries as well as a measure of disruption “hype”. The data cover a seven-year period from 2012 to 2018 across 12 industries. The authors’ complemented the research with a survey of 2000 business executives. Whereas there has been some measures of disruption in the past, no research to the authors’ knowledge has been conducted that measure both actual disruption and disruption hype.,The current fascination with disruption hides an awkward truth, we assume it is happening, but do we really know for sure? Disruption is rarely defined and almost never measured. Equally, the influence of the hype around disruption is hard to gauge. The authors do not know to what extent hype is driving management action. This is worrisome as the disruption “noise level” can lead to unhealthy collective thinking and bad business decision-making. Some rigour is required. To craft winning strategies, executives should take a more evidence-based approach for managing disruption.,The authors’ failed to find evidence of any correlation between the hype around an industry disruption and actual disruption within that industry. So the important conclusion for executives is “do not believe the hype”. We found some surprising differences by industry between actual disruption and the hype by industry.,Disruption is one of the most talked about subject in the field of strategy, yet there is little quantification. With this research, the authors’ aim is to advance the fact-based understanding of disruption. Disruption hype is never measured but has a strong influence on executives. The authors have quantified hype using online, search, social media and survey sources. Much more is needed to be able to measure hype more accurately.,The authors’ recommend a set of practical guidelines for executives to support fact-based strategy formulation: analysis of actual disruption, scenario planning and strategic responses.,The “noise” around industry disruption is so high that it is assumed to happen. Much of what is written is quasi-fake news. The authors need to rebalance the debate with fact-based analysis.,To authors’ knowledge, there has never been any fact-based analysis of both actual and hype disruption levels.

中文翻译:

掀开破裂热的盖子

本文提供了基于证据的对行业“实际”破坏以及对破坏“炒作”的衡量方法。数据涵盖了12个行业从2012年到2018年的7年时间。作者通过对2000名业务主管的调查对研究进行了补充。尽管过去曾有一些破坏性措施,但没有对作者的知识进行任何研究来衡量实际破坏性和破坏性炒作。目前对破坏的迷恋隐藏了一个尴尬的事实,我们认为这是正在发生的,但是确实我们真的知道吗?中断很少被定义,并且几乎从未被测量。同样,很难评估炒作对破坏的影响。作者不知道炒作在多大程度上推动了管理行为。这令人担忧,因为“噪音水平”的破坏会导致不健康的集体思维和不良的商业决策。需要一定的严格性。为了制定制胜战略,高管们应该采用更基于证据的方法来管理中断。作者未能找到证据证明围绕行业中断的炒作与该行业内的实际中断之间存在任何关联。因此,对于高管而言,重要的结论是“不相信炒作”。我们发现,实际破坏与行业炒作之间存在一些令人惊讶的行业差异。中断是战略领域最受关注的主题之一,但量化程度很小。通过这项研究,作者的目的是增进基于事实的对破坏的理解。颠覆性炒作从来没有被衡量过,但对高管有很强的影响力。作者使用在线,搜索,社交媒体和调查来源对炒作进行了量化。为了更准确地衡量炒作,还需要做更多的工作。作者为高管们推荐了一套实用的指导方针,以支持基于事实的战略制定:对实际破坏,情景规划和战略对策的分析。行业中断是如此之大,以至于它会发生。所写的大部分都是准假新闻。作者需要通过基于事实的分析来重新平衡辩论。据作者所知,从来没有任何关于实际和炒作破坏水平的基于事实的分析。为了更准确地衡量炒作,还需要做更多的工作。作者为高管们推荐了一套实用的指导方针,以支持基于事实的战略制定:对实际破坏,情景规划和战略对策的分析。行业中断是如此之大,以至于它会发生。所写的大部分都是准假新闻。作者需要通过基于事实的分析来重新平衡辩论。据作者所知,从来没有任何关于实际和炒作破坏水平的基于事实的分析。为了更准确地衡量炒作,还需要做更多的工作。作者为高管们推荐了一套实用的指导方针,以支持基于事实的战略制定:对实际破坏,情景规划和战略对策的分析。行业中断是如此之大,以至于它会发生。所写的大部分都是准假新闻。作者需要通过基于事实的分析来重新平衡辩论。据作者所知,从来没有任何关于实际和炒作破坏水平的基于事实的分析。所写的大部分都是准假新闻。作者需要通过基于事实的分析来重新平衡辩论。据作者所知,从来没有任何关于实际和炒作中断水平的基于事实的分析。所写的大部分都是准假新闻。作者需要通过基于事实的分析来重新平衡辩论。据作者所知,从来没有任何关于实际和炒作破坏水平的基于事实的分析。
更新日期:2020-07-24
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