So sánh phương pháp

	Competitive Dynamics (Action-Response) Analysis	Structure-Conduct-Performance Analysis
Lĩnh vực	Quản trị chiến lược	Quản trị chiến lược
Họ	Process / pipeline	Process / pipeline
Năm ra đời	1996	1968
Người khởi xướng	Ming-Jer Chen; Ken G. Smith, Walter Ferrier & Hermann Ndofor	Joe S. Bain (Bain-Mason tradition); Michael E. Porter (strategy adaptation)
Loại	Action-response interaction pipeline for interfirm rivalry	Causal-chain framework linking industry structure to firm conduct and performance
Công trình gốc	Chen, M.-J. (1996). Competitor Analysis and Interfirm Rivalry: Toward a Theoretical Integration. Academy of Management Review, 21(1), 100-134.	Bain, J. S. (1968). Industrial Organization (2nd ed.). New York: John Wiley & Sons. ISBN: 9780471042914
Tên gọi khác	Action-Response Analysis, Competitive Interaction Analysis, Awareness-Motivation-Capability Analysis, Attack-and-Response Analysis	SCP Paradigm Analysis, Bain-Mason Industrial Organization Analysis, Industry Structure-Performance Analysis, SCP Framework
Liên quan	4	3
Tóm tắt	Competitive dynamics analysis studies the actual sequence of competitive moves and countermoves between specific rival firms — who attacks, who responds, how fast, and with what consequence — rather than treating competition as a static structural condition. Ming-Jer Chen's 1996 Academy of Management Review article integrated competitor analysis with interfirm rivalry by introducing two pairwise constructs, market commonality and resource similarity, and organizing the prediction of competitive behavior around awareness, motivation, and capability (AMC). Smith, Ferrier, and Ndofor's 2001 review in the Blackwell Handbook of Strategic Management synthesized the field, codifying how competitive actions and responses are measured and linked to firm performance. The approach turns rivalry into observable, codable behavior — competitive actions and responses — and explains and predicts that behavior through firm-pair relationships and capabilities.	The structure-conduct-performance (SCP) paradigm is the foundational framework of industrial organization, holding that the structure of an industry shapes the conduct of the firms within it, which in turn determines their performance. In the Bain-Mason tradition, codified in Joe Bain's classic text, industries with high concentration and strong barriers to entry let firms behave in ways -- coordinated pricing, entry deterrence -- that yield persistently high profits, while fragmented, low-barrier industries push performance toward competitive levels. Michael Porter's 1981 article showed how this economic logic could be turned to the purposes of strategic management: where industrial organization treats structure as a determinant of an industry's average profitability and a target for antitrust policy, the strategist inverts it, asking how a firm can position itself within or reshape structure to earn above-normal returns. SCP analysis traces the structure-conduct-performance chain to explain and predict why some industries and firms are more profitable than others.