The Power of Destructive Innovation Generation and Evolution: Changes in Customer Value System

Wei Jie; Amiya  Bhaumik

doi:10.46977/apjmt.2023.v03i03.001

Authors

Wei Jie Department of Business and Accounting, Lincoln University, 47301 Petaling Jaya, Selangor D. E., Malaysia
Amiya Bhaumik Department of Business and Accounting, Lincoln University College, 47301 Petaling Jaya, Selangor D. E., Malaysia

DOI:

https://doi.org/10.46977/apjmt.2023.v03i03.001

Keywords:

Disruptive Innovation, Customer Value, Technological Innovation, Global Market, Big Industries

Abstract

Destructive innovation will progressively enter the global markets as efficiency rises, devouring more customer base until it replaces the previous top technology. The competitors' ability to compete has been weakened by destructive innovation, which has altered the industry's old norms of competitiveness. The idea created a brand-new customer value structure that newcomers can use strategically to catch up. The study of negative innovation has gained popularity in technological finance and strategic management. The issue with equating disruptive innovation with any scientific discovery that modifies the nature of competition in a market would be that various forms of development demand multiple sorts of strategic approaches. It's not likely that every business in a changing market will indeed be able to benefit from the insights that can be learned on how to become a successful "disruptive innovator" (or "fight off a disruptive rival").

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