Disruptive ICT Innovation Adoption in Developing Economies: Challenging Developed World Theories (A Kenyan Perspective)

Abstract

The rapid evolution of Information and Communication Technology (ICT) has significantly transformed economies worldwide. However, the adoption of disruptive ICT innovations in developing economies, particularly in Kenya, presents unique challenges that often contradict established theories developed in the context of advanced economies. This paper investigates the adoption of disruptive ICT innovations in developing economies, focusing on Kenya, to challenge dominant theories formulated in developed contexts. Using a mixed-methods approach, the research collected both quantitative data through structured questionnaires and qualitative insights from interviews with senior corporate employees, ICT officers, and departmental heads across Kenya’s ICT and banking sectors. The sample was purposively drawn to capture diverse perspectives on innovation adoption. Key findings reveal that adoption of disruptive ICT innovations in Kenya is shaped less by the classical economic-driven models dominant in developed economies and more by social factors, regulatory frameworks, and user-centric considerations such as digital literacy, trust, and accessibility. Market forces, government policy, and organizational processes were also found to play significant roles, with financial investment emerging as a major determinant of success. Case examples such as the failure of M-PESA and the success of M-Shwari illustrate how context-specific dynamics override generalized adoption theories. The study concludes that developed-world theories of innovation diffusion and adoption are insufficient to explain trajectories in developing contexts, where disruptive ICTs thrive through inclusivity, social alignment, and adaptability to local needs. The research recommends that policymakers in Kenya and similar economies develop flexible legal and policy frameworks that encourage ICT growth while minimizing barriers. For organizations, the research highlights the need for clear innovation policies, adequate funding, employee motivation, and user-friendly design to drive adoption.