1301 Copyright © 2010, IGI Global, distributing in print or electronic forms without written permission of IGI Global is prohibited. Chapter 6.7 Recognizing RFID as a Disruptive Technology Chin-Boo Soon The University of Auckland, New Zealand Jairo A. Gutiérrez The University of Auckland, New Zealand ABSTRACT Recognizing radio frequency identification (RFID) as a disruptive technology unearths in- teresting facts that could help managers decide how to approach their RFID projects. RFID for the supply chain (RFID/SC) has attracted global attention and the adoption pace is quickening. It has characteristics resembling that of a disruptive technology. To better understand RFID/SC, we use Christensen’s principles of disruptive technology and the motivation/ability framework to illustrate the uniqueness of RFID/SC. The principles pro- vide valuable information for managers steering their RFID projects toward success. We provide cases studies as vignettes to support the applica- tions of the theories. The objectives of this paper are: (1) to equip managers with the knowledge of disruptive technology in the context of RFID/SC, (2) to highlight the need to assess an organiza- tion’s motivation and ability for adopting RFID/ SC, and (3) to propose further research areas in RFID/SC in the IS field. INTRODUCTION RFID for the supply chain (RFID/SC) has been labeled a disruptive technology (Dietz, Lem- ond, Moffatt, & Pak, 2006; Owen et al., 2005; Raynor, 2008; Spekman & Sweeney-II, 2006). The adoption path has been likened to that of mini-computers in the late 1970s to the Internet applications in the late 1990s (Raynor, 2008; Walt, 2005). There are certain characteristics of a disruptive technology that managers need to know when they are adopting RFID technology. Raynor (2008) suggests that “disruptive innova- tions require a radically different approach to business because they require organizations to