Chapter 11: Deployment of Frugal Disruptive Technologies and Modernised Digital Tools for Sustainable Competitive Advantage and Continuous Improvement of Organisational Performance
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Published:2025
Julius Tapera, Purity Hamunakwadi, Rahabhi Mashapure, Admire Mthombeni, Bronson Mutanda, 2025. "Deployment of Frugal Disruptive Technologies and Modernised Digital Tools for Sustainable Competitive Advantage and Continuous Improvement of Organisational Performance", Disruptive Frugal Digital Innovation in Africa, Brighton Nyagadza, Abu Bashar
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Abstract
A number of global crises, including financial crisis, global warming, climate change and the COVID-19 pandemic, have taken place over the past few decades. These have forced firms, the world over, to remodel their business processes to produce goods and services cost-effectively while retaining their competitive advantage and ensuring continuous improvement of organisational performance. To this end, frugal innovations, whose origins can be traced to India, are becoming increasingly prevalent in both developed and emerging economies due to their cost effectiveness. This chapter, therefore, explores how firms can deploy frugal disruptive technologies and modernised digital tools such as artificial intelligence (AI), social media, cloud computing, virtual reality (VR), augmented reality (AR), machine learning (ML) and robotics to create sustainable competitive advantage and improve organisational performance within the African context. These frugal disruptive technologies have made significant inroads in a number of developed economies bringing dynamism, efficiency, continuous quality improvement, speed, operational excellence and wider market reach in product and service delivery. Based on an analysis of the empirical evidence from the various case studies, it is concluded that the deployment of frugal disruptive technologies and modernised digital tools have a significant positive impact on firms' efforts to create sustainable competitive advantage and continuously improving their performance. The chapter ends by articulating some limitations and the implications for theory, policy and practice.
