運用新的企業單位管理新的創新：高通子公司Mirasol 的顯示器個案研究

Abstract

A radical innovation can assist a company in maintaining a competitive advantage in the market place. The concept of disruptive innovation and radical innovation is explored in this paper, along with complimenting terms, and supporting literature. The objective of this research are to use the disruption criteria to evaluate Qualcomm’s new Mirasol Display as well as to asses Mirasol as a radical innovation and provide managerial suggestions using articles and journals from scholars who also found this topic of interest. The impact of potentially disruptive and radical innovation are explored with regards to the value it creates, its value chain, value network, business model and underlying processes and its key success factors by analyzing successful and unsuccessful companies and their successes and failures, and from this newly acquired knowledge, drawing recommendations and key points.

A radical innovation can assist a company in maintaining a competitive advantage in the market place. The concept of disruptive innovation and radical innovation is explored in this paper, along with complimenting terms, and supporting literature. The objective of this research are to use the disruption criteria to evaluate Qualcomm’s new Mirasol Display as well as to asses Mirasol as a radical innovation and provide managerial suggestions using articles and journals from scholars who also found this topic of interest. The impact of potentially disruptive and radical innovation are explored with regards to the value it creates, its value chain, value network, business model and underlying processes and its key success factors by analyzing successful and unsuccessful companies and their successes and failures, and from this newly acquired knowledge, drawing recommendations and key points. A conceptual framework is introduced and is used to analyze the fate of some firms and to help new business units or entirely new firm management to assess the efficiency of their business model and their processes.