A model of factors impacting an organization's propensity to be an early adopter of disruptive technology

This dissertation draws upon a combination of resource-based view of the firm and diffusion of innovations as the theoretical basis for developing the Disruptive Technology Early Adopter Model (DTEAM). This dissertation uses the results from a survey of 73 senior executives, representing their Fortune 1000 or INC 500 firm, to test a structural model that examines the hypothesized relationships among the following constructs: organizational size, slack resources, entrepreneurial culture, willingness to cannibalize, technological opportunism, top management advocacy and propensity to be an early adopter of disruptive technology.; Data was collected using an online survey and analyzed with PLS-Graph 3.0. Results indicated willingness to cannibalize to be a dominant factor, as it proved to be a strong mediator between the other organizational factors and an organization's propensity to be an early adopter of disruptive technology. The results also indicated propensity to be an early adopter leads to the early adoption of many of the disruptive technologies evaluated in this study. Additionally, the early adoption of disruptive technology was reported to have a positive impact on organizational performance; further strengthening the argument for investing early in disruptive technologies in order to create opportunities for competitive advantage.