Agility in responding to disruptive digital innovation: Case study of an SME

Chan, C, Teoh, S, Yeow, A and Pan, G 2019, 'Agility in responding to disruptive digital innovation: Case study of an SME', Information Systems Journal, vol. 29, no. 2, pp. 436-455.


Document type: Journal Article
Collection: Journal Articles

Title Agility in responding to disruptive digital innovation: Case study of an SME
Author(s) Chan, C
Teoh, S
Yeow, A
Pan, G
Year 2019
Journal name Information Systems Journal
Volume number 29
Issue number 2
Start page 436
End page 455
Total pages 20
Publisher John Wiley and Sons
Abstract Disruptive digital innovation (DDI) often creates hypercompetitive market environment that forces firms to be agile to survive and remain competitive. Whereas most studies have focused on larger firms' effort to be agile, few have looked at how small‐ and medium‐sized enterprises (SMEs) respond to DDI. The study attempts to answer the research question of how SMEs achieve agility to respond to DDI. Drawing on a case study of an innovative SME, our study develops a framework on agility based on the processes of mitigating organizational rigidity, developing innovative capabilities, and balancing the tension of organizational ambidexterity. Specifically, our findings show that for SMEs, mitigating organizational rigidity is enabled by the mechanism of achieving boundary openness while developing innovative capability is enabled by the mechanism of achieving organizational adaptability. At the same time, given the inherent challenges of resource constraints, SMEs also need to balance the tension of organizational ambidexterity.
Subject Innovation and Technology Management
Information Systems Management
Keyword(s) agility
capability
case study
disruptive digital innovation
rigidity
small‐ and medium‐sized enterprises
DOI - identifier 10.1111/isj.12215
Copyright notice © 2018 John Wiley & Sons Ltd
ISSN 1365-2575
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