论文代写：颠覆性创新在决策中的差别
Christenson(2013)以77家公司为例，解释颠覆性创新在产品开发战略决策中的细微差别。他指出，当公司设计一个产品时，他们需要考虑产品可用的固有资源、产品对目标客户群的效用、组织能力和组织的技术供应。未能做到这一点的公司是那些无法在市场上维持下去的公司(Christenson, 2013)。颠覆性创新可以用来开发新的市场。这些问题将在下文中详细阐述。成功的管理者应该有在小范围内开发新产品的机智，并能预料到失败。他们有其他的策略，他们知道这个失败不会对公司造成大的影响。
论文代写：颠覆性创新在决策中的差别
管理者将采取的主要策略决策之一是为产品开发新的市场(Christenson, 2013, p. 101)。高级管理人员需要确保他们能够介入公司的运营，尤其是在他们研究颠覆性技术的时候。Christensen， & Raynor(2013)利用Nypro的案例研究来解释高级经理应该如何积极参与公司变革的细微差别。“Novaplast”机器是为克服精密塑料生产中的挑战而研制的。上世纪90年代，首席执行官兰顿亲自监督了这一颠覆性创新。即使是不采用颠覆性技术的公司也需要意识到颠覆性技术的潜在影响，并找到克服这些影响的方法。
论文代写：颠覆性创新在决策中的差别
Christenson (2013) has used the case study examples of 77 companies to explain the nuances of disruptive innovation in strategic decision of developing products. He has stated that when companies design a product, they need to factor in the inherent resources that are available for the product, utility of the product for the target consumer base, organizational capability and the technological supply of the organization. The companies that fail to do so are the companies that do not sustain in the markets (Christenson, 2013). Disruptive innovation can be used to develop newer markets. They are elucidated in detail in the following. The successful manager should have the tact to develop the newer products on a small scale and expect it to fail. They have alternative strategies in place where they know that this failure will not cause large scale impact to the company.
论文代写：颠覆性创新在决策中的差别
One of the major tactful strategic decision that would be taken by the managers is to develop newer markets for the products (Christenson, 2013, p. 101).Senior managers need to ensure that they meddle into the operations of the company esp. when they are probing into the disruptive technology. Christensen, & Raynor (2013) use the case study of Nypro to explain the nuances of how the senior managers should be actively involved in bringing change to the company. “Novaplast” machine was developed to overcome the challenges in the production of precision plastics. This was personally overseen by the CEO Lankton during the 1990s to oversee the disruptive innovation. Even the companies that do not adopt the disruptive technology need to be aware of the potential impact of the disruptive technology and find ways to overcome these effects.