000			01929nam a2200241 i 4500
001			202818
003			ES-MaBCM
005			20231002120944.0
008			160906t2016 us||||| |||| 00| 0 eng d
020			_a978-0-262-03448-7
035			_a(OCoLC)951607339
040			_cES-MaBCM
100	1		_aGans, Joshua _9120370 _d1968-
245	1	4	_aThe disruption dilemma _cJoshua Gans
260			_aCambridge (Massachusetts) : _bThe MITT Press, _c2016
300			_aIX, 166 p. _c24 cm
500			_aÍndice analítico
504			_aIncluye referencias bibliográficas
520			_a"Disruption" is a business buzzword that has gotten out of control. Today everything and everyone seem to be characterized as disruptive-or, if they aren't disruptive yet, it's only a matter of time before they become so. In this book, Joshua Gans cuts through the chatter to focus on disruption in its initial use as a business term, identifying new ways to understand it and suggesting new tools to manage it. Almost twenty years ago Clayton Christensen popularized the term in his book The Innovator's Dilemma, writing of disruption as a set of risks that established firms face. Since then, few have closely examined his account. Gans does so in this book. He looks at companies that have proven resilient and those that have fallen, and explains why some companies have successfully managed disruption-Fujifilm and Canon, for example-and why some like Blockbuster and Encyclopedia Britannica have not. Departing from the conventional wisdom, Gans identifies two kinds of disruption: demand-side, when successful firms focus on their main customers and underestimate market entrants with innovations that target niche demands; and supply-side, when firms focused on developing existing competencies become incapable of developing new ones.
650	2	0	_9125938 _aGestión de crisis
650		7	_aGestión empresarial _959623
942			_cBK _2udc
999			_c202818 _d202818