000			04560nam a2200985 i 4500
001			7580069
003			IEEE
005			20220712204856.0
006			m o d
007			cr |n|||||||||
008			170118s2016 mau ob 001 eng d
020			_a9780262333832 _qMyiLibrary
020			_z0262034484 _qhardcover : alk. paper
020			_z9780262034487 _qhardcover : alk. paper
035			_a(CaBNVSL)mat07580069
035			_a(IDAMS)0b000064856ff247
040			_aCaBNVSL _beng _erda _cCaBNVSL _dCaBNVSL
050		4	_aHD49 _b.G36 2016eb
082	0	4	_a658.4/056 _223
100	1		_aGans, Joshua, _d1968-, _eauthor. _924917
245	1	4	_aThe disruption dilemma / _cJoshua Gans.
264		1	_aCambridge, Massachusetts : _bThe MIT Press, _c2016.
264		2	_a[Piscataqay, New Jersey] : _bIEEE Xplore, _c[2016]
300			_a1 PDF (176 pages).
336			_atext _2rdacontent
337			_aelectronic _2isbdmedia
338			_aonline resource _2rdacarrier
506	1		_aRestricted to subscribers or individual electronic text purchasers.
520			_a"Disruption" is a business buzzword that has gotten out of control. Today everything and everyone seem to be characterized as disruptive -- or, if they aren't disruptive yet, it's only a matter of time before they become so. In this book, Joshua Gans cuts through the chatter to focus on disruption in its initial use as a business term, identifying new ways to understand it and suggesting new tools to manage it. Almost twenty years ago Clayton Christensen popularized the term in his book The Innovator's Dilemma, writing of disruption as a set of risks that established firms face. Since then, few have closely examined his account. Gans does so in this book. He looks at companies that have proven resilient and those that have fallen, and explains why some companies have successfully managed disruption -- Fujifilm and Canon, for example -- and why some like Blockbuster and Encyclopedia Britannica have not. Departing from the conventional wisdom, Gans identifies two kinds of disruption: demand-side, when successful firms focus on their main customers and underestimate market entrants with innovations that target niche demands; and supply-side, when firms focused on developing existing competencies become incapable of developing new ones. Gans describes the full range of actions business leaders can take to deal with each type of disruption, from "self-disrupting" independent internal units to tightly integrated product development. But therein lies the disruption dilemma: A firm cannot practice both independence and integration at once. Gans shows business leaders how to choose their strategy so their firms can deal with disruption while continuing to innovate.
530			_aAlso available in print.
538			_aMode of access: World Wide Web
588			_aDescription based on PDF viewed 01/18/2017.
650		0	_aCrisis management. _95034
650		0	_aOrganizational change. _94788
655		0	_aElectronic books. _93294
695			_aAdvertising
695			_aBlogs
695			_aBuildings
695			_aBusiness
695			_aCD-ROMs
695			_aCompanies
695			_aComputer architecture
695			_aComputers
695			_aCrisis management
695			_aDVD
695			_aDigital audio players
695			_aDisk drives
695			_aDrives
695			_aEconomics
695			_aEducation
695			_aEncyclopedias
695			_aFiber lasers
695			_aFires
695			_aGallium nitride
695			_aHard disks
695			_aHistory
695			_aIndexes
695			_aIndustries
695			_aInsurance
695			_aInternet
695			_aLaser applications
695			_aLenses
695			_aLibraries
695			_aMarine vehicles
695			_aMedia
695			_aMicrocomputers
695			_aMobile communication
695			_aMobile handsets
695			_aMotion pictures
695			_aPortable media players
695			_aPresses
695			_aProduction
695			_aQuantum computing
695			_aSocial network services
695			_aStandards
695			_aStreaming media
695			_aTablet computers
695			_aTechnological innovation
695			_aUncertainty
695			_aWriting
710	2		_aIEEE Xplore (Online Service), _edistributor. _924918
710	2		_aMIT Press, _epublisher. _924919
856	4	2	_3Abstract with links to resource _uhttps://ieeexplore.ieee.org/xpl/bkabstractplus.jsp?bkn=7580069
942			_cEBK
999			_c73471 _d73471