Módszerek összehasonlítása

	Configurational Strategy Analysis (fsQCA)	Porter's Five Forces Industry Analysis
Tudományterület	Stratégiai menedzsment	Stratégiai menedzsment
Módszercsalád	Process / pipeline	Process / pipeline
Keletkezés éve	2008	1979
Megalkotó	Charles Ragin; Peer Fiss	Michael E. Porter
Típus	Set-theoretic configurational comparative method	Industry-attractiveness framework based on five competitive forces
Alapmű	Ragin, C. C. (2008). Redesigning Social Inquiry: Fuzzy Sets and Beyond. University of Chicago Press. ISBN: 9780226702759	Porter, M. E. (1979). How Competitive Forces Shape Strategy. Harvard Business Review, 57(2), 137-145.
Alternatív nevek	Fuzzy-Set QCA for Strategy, Configurational Comparative Analysis, Set-Theoretic Strategy Analysis, Equifinality Configuration Analysis	Five Forces Framework, Porter Competitive Forces Analysis, Industry Attractiveness Analysis, Competitive Forces Model
Kapcsolódó	4	3
Összefoglaló	Configurational strategy analysis applies fuzzy-set qualitative comparative analysis (fsQCA) to strategy questions, asking not which single variable drives an outcome but which combinations of conditions together produce it. The method rests on Charles Ragin's set-theoretic framework, fully developed in his 2008 book Redesigning Social Inquiry: Fuzzy Sets and Beyond, which treats causes as set-membership relations and uses Boolean logic to find the configurations of conditions that are sufficient for an outcome. Peer Fiss's 2011 Academy of Management Journal article brought the approach into mainstream strategy and organization research, showing how fuzzy sets can express organizational typologies and introducing the distinction between core and peripheral conditions. The defining premises are equifinality - several different recipes can lead to the same outcome - and causal asymmetry - the conditions for success are not the mirror image of those for failure.	Porter's five forces framework explains the underlying profitability of an industry through five competitive forces that together determine how much of the value an industry creates is captured by its firms rather than competed or bargained away. Introduced in Michael Porter's 1979 Harvard Business Review article and developed fully in his 1980 book Competitive Strategy, the framework identifies the threat of new entrants, the bargaining power of suppliers, the bargaining power of buyers, the threat of substitute products, and the intensity of rivalry among existing competitors as the collective forces that set an industry's profit potential. The stronger these forces, the more pressure on margins and the less attractive the industry; the weaker they are, the more room firms have to earn superior returns. Five forces analysis assesses each force to judge industry attractiveness and, crucially, to find a position where a firm can defend itself against the forces or shift them in its favor.