Editing Disruptive innovation (section)

==High-technology effects==
[[High technology]] is a technology core that changes the very architecture (structure and organization) of the components of the [[technology support net]]. High technology therefore transforms the qualitative nature of the TSN's tasks and their relations, as well as their requisite physical, energy, and information flows. It also affects the skills required, the roles played, and the styles of management and coordination—the organizational culture itself.

This kind of technology core is different from regular technology core, which preserves the qualitative nature of flows and the structure of the support and only allows users to perform the same tasks in the same way, but faster, more reliably, in larger quantities, or more efficiently. It is also different from appropriate technology core, which preserves the TSN itself with the purpose of technology implementation and allows users to do the same thing in the same way at comparable levels of efficiency, instead of improving the efficiency of performance.<ref>{{cite journal | title=The role of strategic alliances in high-technology new product development | last=Masaaki | first=Kotabe |author2=Scott Swan  | journal=Strategic Management Journal |date=January 2007  | volume=16 | issue=8 | doi=10.1002/smj.4250160804 | pages=621–636}}</ref>

On differences between high and low technologies, [[Milan Zeleny]] wrote:
{{quote|The effects of high technology always breaks the direct comparability by changing the system itself, therefore requiring new measures and new assessments of its productivity. High technology cannot be compared and evaluated with the existing technology purely on the basis of cost, net present value or return on investment. Only within an unchanging and relatively stable TSN would such direct financial comparability be meaningful. For example, you can directly compare a manual typewriter with an electric typewriter, but not a typewriter with a word processor. Therein lies the management challenge of high technology.<ref>{{cite journal | first1=Milan | last1=Zeleny | title=Knowledge-information autopoietic cycle: towards the wisdom systems | date=2006 | journal=International Journal of Management and Decision Making  | volume=7 | issue=1 | pages=P 3–18 | doi=10.1504/IJMDM.2006.008168| citeseerx=10.1.1.334.3208 }}</ref>}}

Not all modern technologies are high technologies, only those used and functioning as such, and embedded in their requisite TSNs. They have to empower the individual because only through the individual can they empower knowledge. Not all information technologies have integrative effects. Some information systems are still designed to improve the traditional hierarchy of command and thus preserve and entrench the existing TSN. The administrative model of management, for instance, further aggravates the division of task and labor, further specializes knowledge, separates management from workers, and concentrates information and knowledge in centers.

As knowledge surpasses capital, labor, and raw materials as the dominant economic resource, technologies are also starting to reflect this shift. Technologies are rapidly shifting from centralized hierarchies to distributed networks. Nowadays knowledge does not reside in a super-mind, super-book, or super-database, but in a complex relational pattern of networks brought forth to coordinate human action.