I gave this book (published by Harvard Business Press in 2003) three stars only because it did not provide organizational managers with many “fresh” ideas on how to effectively achieve innovation within the firm. Several concepts (e.g., firm tangible/intangible resources and competence, disruptive technologies, marketing segmentation, etc) raised by the authors, Clayton M. Christensen and Michael E. Rayno, have been widely discussed and debated in many other business books, such as Michael Porter’s famous Competitive Advantage published in 1980. The innovation process and outcomes are interdependent (also path dependent) in many regards, and to achieve disruptive growth often requires several right factors from both inside (firm resources, structure, etc.) and outside (e.g., macro economics, industry competition and density) of the organization. However, it seems that the authors emphasize the former and downplay the importance of the elements external to the firm that most medium and small businesses are likely to have no control of. Also, the definition of “disruptive innovation” and “disruptive growth” were not clearly defined upfront in the book, which can create some confusion for readers who are not yet familiar with such business topic.
Overall, I think this book can be useful for the undergraduate students, first-year MBA students, or those who want to understand the fundamental concepts of innovation, but might not be suitable for business managers or practitioners who are seeking more concrete solutions and ideas to obtain organizational sustainable innovation. Just my two cents....Continua