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Disruptive behavior disorders, a class of mental health disorders; Disruptive physician, a physician whose obnoxious behaviour upsets patients or other staff; Social disruption, a radical alteration, transformation, dysfunction or breakdown of social life
One line of research in interruption science examines the disruptive effects of these technologies and how to improve the usability and design of such devices. According to Gloria Mark, "the average knowledge worker switches tasks every three minutes, and, once distracted, a worker can take nearly a half-hour to resume the original task". [ 12 ]
The term disruptive technologies was coined by Clayton M. Christensen and introduced in his 1995 article Disruptive Technologies: Catching the Wave, [11] which he cowrote with Joseph Bower. The article is aimed at both management executives who make the funding or purchasing decisions in companies, as well as the research community, which is ...
The Innovator's Dilemma: When New Technologies Cause Great Firms to Fail, first published in 1997, is the best-known work of the Harvard professor and businessman Clayton Christensen. It expands on the concept of disruptive technologies, a term he coined in a 1995 article "Disruptive Technologies: Catching the Wave". [1]
One book with this orientation is The social technology of organization development, by Warner and Hornstein. [23] Social technology changes the way that people communicate; for instance, it enables people across the world to collaborate. This technology shapes society and thus could be considered as a disruptive technology. [24]
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Social disruption is a term used in sociology to describe the alteration, dysfunction or breakdown of social life, often in a community setting.Social disruption implies a radical transformation, in which the old certainties of modern society are falling away and something quite new is emerging. [1]
In later work studying the technology sector in particular, the same authors suggest that hypercompetition may be linked to the industry life cycle. [ 8 ] In D’Aveni's conceptualization of hypercompetition, the only source of a truly sustainable competitive advantage is a company’s ability to string together a sequence of temporary advantages.