MGT2IMG Culturally & Digital Disruptive Online Tutoring

Culturally & Digital Disruptive

Introduction

The shift that appears as emerging digital technologies and business models impact the value proposition of traditional goods and services is known as digital disruption. A transition often referred to as the consumption of IT, the rapid growth in the usage of mobile devices for personal use and work has raised the prospect for digital disruption in many industries (Bughin, 2017). In order to achieve a competitive edge, it is necessary for organizations to accept digital disruption. Typically, when an industry is undergoing digital transformation, it signals that customer needs are changing. Therefore, the digital disruption gives a better idea to companies regarding human behaviors and trends that would occur over time for which companies drive innovation and brainstorm ideas to develop products, channels and services that are entirely unique.
Thus, this requires organizational change and the new cultural behaviors in addition to the changing usage of technology by the organizations. Digital disruption continues to change the corporate world dramatically. Artificially intelligent innovations are addressing an increasing number of complex activities, those that operate by creating and applying human-like logic. The advantages of AI’s ongoing development are likely to be far-reaching (Sibanda et al., 2020). Therefore, the digital disruption in the businesses have led to the adoption of increased automation, Artificial Intelligence (AI) and social media tools possessing their own implications for the businesses as well.

Findings and discussion

There is increased adoption of the forms of digital disruptive technologies in the workplace and especially internationally, so I agree with the statement “Digital disruption is affecting all organizations, impacting not only how businesses use technology, but also how they drive innovation, organizational change and new cultural behaviors”. Digital disruption is a transition that new digital technology and business models are triggering. The value of current goods and services sold in the market can be influenced by these creative new innovations and models. The first one to bring cameras to the mass market was Kodak. For the most of the 20th century, they monopolized the markets but sadly failed to cope up with the shifting identities of their consumers and the shifting desires and demands that came with them (Skog, Wimelius and Sandberg,2018). Kodak initially had its target customer classified as female but the male digital camera market grew up. This helped brands such as Sony and Canon with their innovative technology and approaches to jump in and capture the hearts of customers, while Kodak stayed to their guns and resisted the transition for as long as they could. The adoption of such technologies is also increasing internationally. For instance, the Netflix’s future plans include the growth of same adoption level internationally that they have received yet in the United States.
The internet plays a critical role in the adoption of digital disruption for adding value to the businesses. The proof lies at the point where organizations are investing in platforms of top business intelligence and AI. So, there is radical breakdown of the existing procedures in the businesses that is all fueled by the internet. Software and networking systems have already seen this pervasive access to advanced technology being crucial differentiating factor in the way companies of all sizes now compete, all due to the role of internet. More and more large enterprises and industries are now operating on software and delivered as online services, influenced by entrepreneurial technology firms in the Silicon Valley style that are increasingly transforming existing market structures. Some of the instances of digital disruption fueled by internet are that Facebook being the media company among the largest on the planet, Amazon which is a software company being the largest bookseller and Netflix, a software company as the largest service of video via the subscriber’s number (Kraemer, 2017). The organizations are leveraging and innovating the latest technologies with the help of internet for staying in the business world. In general, online shopping, banking, as well as other services are adopted by all companies, but online services are one of the most priorities as they become the primary channels of revenue. Therefore, digital disruption usually comes with the new and internet enabled models of businesses that are shaking the already established structures of the industry.

Appropriability of technology is an innovative company’s capacity to defend its technology from rivals and to benefit economically from such a technology. Countries that want to take advantage of the physical and human resources of the stock of world are exposed to many options in which one of the main options is going overseas (Karimi and Walter, 2015). In order to produce technology going overseas, a country can solely rely on other countries (e.g. Jamaica, Kuwait) or can attempt to be fully self-sufficient throughout the technology it requires (e.g., certain larger socialist countries in the past). A host of alternative outcomes of knowledge “dependence” or “interdependence” are somewhere in between these extremes. The degree to which the technology is sufficient or can be adapted to the unique needs of the host country can and mostly it is of critical importance in selecting between various sources of previously established technology. It is because a technology for manufacturing or marketing that is suitable for one country may not have been suitable for another country overseas. The next challenge is the inclination of MNCs to embrace the host country’s technologies (Grinberg, 2018). Research conducted so far indicates that there have been four main determinants of this willingness to implement MNC technology under different country-specific conditions: the size and features of the markets served, variations in cost factors, distinctions in the accessibility of factor inputs and materials, gaps in organizational cultures, and the type of relationships between firms. These adoptions may be focused either on changes to the methods by which specific goods are manufactured or on the types of products made.
The managers can protect the proprietary rights to their technology when moving to a host country via various methods as the technology must be first protected before showing to the world so that it can not be copied. Such techniques include a strong IP portfolio via patents (primary mechanism of protection), trademarks, copyrights and confidentiality agreements. There can also be access control protection by protected password or copy control protection by copyrights so that their technology is protected while moving to the host country (Casella and Formenti, 2019).

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