Technology as a Disruptive Agent: Intergenerational Perspectives

Abstract

This study explores how British South Asian parents perceive their children's technology consumption through their collectivist lenses and interdependent values. The findings for this qualitative study indicate that second and third generation South Asian parents acknowledge the benefits of children's technology use; but largely perceive technology as a disruptive agent, whereby children are becoming isolated and increasingly independent within the household. The analysis aims to understand how parents view their children's relationship with others as a result of technology consumption. Accordingly, this paper proposes an extension of the Construal of self conceptualisation and contributes a Techno-construal matrix that establishes a dyadic connection between technology consumption and cultural values. Overall, the study reveals that children display less inter-reliance and conformance typically associated with collectivist cultures, resulting from their technology use. Consequently, parents interpret their children's shift from interdependence to more independence as a disruptive and unsettling phenomenon within the household.

Disruptive Technologies for Achieving Supply Chain Resilience in COVID-19 Era: An Implementation Case Study of Satellite Imagery and Blockchain Technologies in Fish Supply Chain

“…Given this complex nature of the fish supply chain and significant uncertainty introduced post the outbreak of COVID-19, the objective of this paper is to study the role and present the impact of disruptive technologies in tackling risks in fish supply chains in developing countries. Disruptive technologies refer to those technical interventions that 'tend to be used and valued only in new markets or new applications' and 'they generally make possible the emergence of new markets' (Bower & Christensen, 1995;Liu et al, 2020;Mahroof et al, 2020). Disruptive technologies can replace the existing mainstream technology in unexpected ways as they have often been simpler and usually easier to use and handle (Dhillon et al, 2001), making them economically and operationally appealing to managers.…”