Managing the Disruptive and Sustaining the Disrupted: The Case of Kodak and Fujifilm in the Face of Digital Disruption

Jonathan C. Ho and Hongyi Chen

Review of Policy Research, 2018, vol. 35, issue 3, 352-371

Abstract: Valuable lessons can be learned from the comparison between Kodak and Fujifilm in terms of how the two companies confronted the digital disruption, with one failing and the other thriving. Through a series of theoretical propositions rooted in literature and tested with case studies on Kodak and Fujifilm, this article suggests a systematic way for incumbent firms to navigate technological disruptions. A disruptive technological change does not necessarily render all technological competences embedded in the firm's products obsolete. Further, a competence disrupted in the home market does not have to be abandoned. By analyzing a firm's technological system and closely studying its innovation capability, an incumbent can nurture certain technological competences and diversify into new fields where such competences are valued and can distinguish the firm from its competitors. The challenge lies in a timely redefining of the firm's core business and restructuring the organization to ensure consistent execution of the strategies.控制混乱, æ”¯æŒ è¢«é¢ è¦†çš„æŠ€æœ¯ï¼šä»¥é ¢ä¸´æ•°å­—é¢ è¦†çš„æŸ¯è¾¾å’Œå¯Œå£«èƒ¶ç‰‡ä¸ºä¾‹ é€šè¿‡æŸ¯è¾¾å’Œå¯Œå£«èƒ¶ç‰‡è¿™ä¸¤ä¸ªå…¬å ¸é ¢ä¸´æ•°å­—é¢ è¦†æ—¶çš„å¯¹æ¯”ï¼ˆä¸€æ–¹å¤±è´¥, å ¦ä¸€æ–¹å…´èµ·ï¼‰, ï¼ˆæˆ‘ä»¬ï¼‰å ¯ä»Žä¸­å­¦åˆ°è®¸å¤šå® è´µç» éªŒã€‚åŸºäºŽç ”ç©¶æ–‡çŒ®æˆ‘ä»¬æ å‡ºä¸€ç³»åˆ—ç †è®ºæ è®®, å Œæ—¶å°†æ è®®å’Œä½œä¸ºæ¡ˆä¾‹ç ”ç©¶çš„æŸ¯è¾¾å’Œå¯Œå£«èƒ¶ç‰‡è¿›è¡Œæµ‹è¯•, æœ¬æ–‡ä¸ºåœ¨ä½ ä¼ ä¸š （incumbent firmsï¼‰å®žçŽ°æŠ€æœ¯é¢ è¦†æ ä¾›äº†ä¸€ä¸ªç³»ç»Ÿæ–¹æ³•ã€‚ä¸€ä¸ªé¢ è¦†æ€§çš„æŠ€æœ¯å ˜åŒ–å¹¶ä¸ ä¼šå¿…ç„¶å¯¼è‡´æ‰€æœ‰æŠ€æœ¯èƒ½åŠ›éƒ½é™·å…¥ä¼ ä¸šäº§å“ è¿‡æ—¶çš„çŠ¶æ€ ã€‚è¿›ä¸€æ­¥è€Œè¨€, å›½å†…å¸‚åœºçš„ç«žäº‰é¢ è¦†å¹¶ä¸ ä¸€å®šè¢«æŠ›å¼ƒã€‚é€šè¿‡åˆ†æž ä¸€å®¶ä¼ ä¸šçš„æŠ€æœ¯ç³»ç»Ÿ, å Œæ—¶å¯†åˆ‡ç ”ç©¶å…¶åˆ›æ–°èƒ½åŠ›, åœ¨ä½ ä¼ ä¸šèƒ½åŸ¹å…»ä¸€å®šçš„æŠ€æœ¯èƒ½åŠ›, å¹¶è¿›å…¥æ–°çš„é¢†åŸŸã€‚åœ¨æ–°é¢†åŸŸä¸­è¿™äº›æŠ€æœ¯èƒ½åŠ›å —åˆ°é‡ è§†, è¿›è€Œå°†åœ¨ä½ ä¼ ä¸šå’Œå…¶ç«žäº‰è€…åŒºåˆ«å¼€æ ¥ã€‚æŒ‘æˆ˜åœ¨äºŽ, åº”å Šæ—¶é‡ æ–°å®šä¹‰ä¼ ä¸šçš„æ ¸å¿ƒä¸šåŠ¡, å Œæ—¶é‡ ç»„æœºæž„, ä»¥ç¡®ä¿ ç­–ç•¥èƒ½æŒ ç»­æ‰§è¡Œã€‚Gestionando la Disruptiva y Manteniendo lo Perturbador: El Caso de Kodak y Fujifilm en Cara a la Disruptiva Digital Lecciones valiosas se pueden aprender de la comparación entre Kodak y Fujifilm en cómo las dos compañías enfrentaron la disruptiva digital; una de las dos está en la quiebra y la otra está prosperando. A través de una serie de propuestas teóricas ancladas en la investigación y comprobadas con casos de estudio acerca de Kodak y Fujifilm, este artículo sugiere una manera sistemática para las compañías establecidas de navegar las disruptivas tecnológicas. Un cambio tecnológico perturbador no necesariamente deja obsoletas todas las competencias tecnológicas que yacen dentro de los productos de la compañía. Es más, una competencia perturbada en el mercado local no tiene que ser abandonada. Al analizar un Sistema tecnológico de una compañía y estudiar de cerca su capacidad innovadora, un negocio establecido puede alimentar ciertas competencias tecnológicas y diversificarse en áreas donde estas competencias sean valoradas y puedan distinguirse de sus rivales. El desafío está en redefinir la actividad principal de la compañía y reestructurar la organización para asegurar la ejecución consistente de las estrategias.

Date: 2018
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