So sánh phương pháp

	Configurational Strategy Analysis (fsQCA)	Disruptive Innovation Analysis
Lĩnh vực	Quản trị chiến lược	Quản trị chiến lược
Họ	Process / pipeline	Process / pipeline
Năm ra đời	2008	1997
Người khởi xướng	Charles Ragin; Peer Fiss	Clayton Christensen; Clayton Christensen, Michael Raynor & Rory McDonald
Loại	Set-theoretic configurational comparative method	Theory-based framework for classifying and assessing innovation trajectories
Công trình gốc	Ragin, C. C. (2008). Redesigning Social Inquiry: Fuzzy Sets and Beyond. University of Chicago Press. ISBN: 9780226702759	Christensen, C. M. (1997). The Innovator's Dilemma: When New Technologies Cause Great Firms to Fail. Harvard Business School Press. ISBN: 9780875845852
Tên gọi khác	Fuzzy-Set QCA for Strategy, Configurational Comparative Analysis, Set-Theoretic Strategy Analysis, Equifinality Configuration Analysis	Disruptive Innovation Theory, Sustaining vs Disruptive Analysis, Christensen Disruption Analysis, Innovator's Dilemma Analysis
Liên quan	4	4
Tóm tắt	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.	Disruptive innovation analysis is a framework for classifying innovations and anticipating when a new entrant will overturn established market leaders. Clayton Christensen introduced the theory in his 1997 book The Innovator's Dilemma, which explained the paradox that well-managed incumbent firms can fail precisely because they listen to their best customers and invest in sustaining improvements, leaving them exposed to simpler, cheaper offerings that begin at the low end or in new markets and then improve until they capture the mainstream. The 2015 Harvard Business Review article by Christensen, Michael Raynor, and Rory McDonald clarified the concept after two decades of misuse, insisting that 'disruption' is a precise process - not a synonym for any breakthrough or any successful startup - in which an entrant gains a foothold in segments incumbents overlook and moves upmarket from there. The analysis compares performance trajectories against customer needs to tell sustaining from disruptive change.