International Journal of Business and Applied Social Science

ISSN: 2469-6501 (Online)

DOI: 10.33642/ijbass
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  • Call for Papers: VOL: 5, ISSUE: 3, Submission Deadline March 31, 2019

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VOLUME; 5, ISSUE; 2, FEBRUARY 2019

Table of Contents

Articles

Author(s): Wen-Chun Tsai, Yi-Han Su

Abstract:
Nowadays, because of energy crisis, attention has grown for solutions to reduce dependence on fossil fuels. Companies started developing electric vehicles and sought to disrupt the market. Company A, as a new entrant, successfully developed a disruptive innovation of the world’s first high-performance, zero emissions, and two-wheeled electric scooter in 2015. Therefore, this study aims to explore the organizational engine for launching disruptive innovation project in traditional motorcycle industry by case study of company A. Following qualitative research method, this study concludes three main findings. First, a leader with heterogeneous background was important to propose a disruptive product concept, set a pioneer product strategy, and establish organizational culture supporting creativity. Second, challenging and ideal product concept could just be the stimulation for initiating dynamic product development process under the creativity-motivated culture. Finally, to support disruptive innovation, management team could take a more flexible and constructive attitude towards cost control issue.
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