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Purpose The purpose of this study is to ascertain the drivers of digital disruption and its consequences from a managerial viewpoint. Understanding the drivers and consequences of digital disruption can help business managers modify and align their organizational structures and strategies with digital disruptors to promote survival in the marketplace. Design/methodology/approach This study used survey data from US managers. Of 1,000 managers, 272 provided responses eligible for use in the analysis. The study used EQS 6.2 software to analyze the data. Findings Eight hypothesized relationships were tested in this study. The results of this study indicate that convergence of intelligence, convergence of technology, support from C-level executives, organizational cultures of innovation and managerial skills act as drivers of digital disruption. The results also show that digital disruption improves both user experience and firms’ digital disruptive performance. Originality/value This study builds upon the disruptive innovation theory. This study demonstrates that both technology- and organization-induced drivers serve as predictors of digital disruption. Digital disruption affects user experience and firms’ digital disruptive performance. In addition, user experience influences firms’ digital disruptive performance. Overall, this study improves our understanding of the role of technology- and organization-induced drivers of businesses’ responses to digital disruption and provides contributions to theory and practice. |
