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Abstract

This paper explores the application of Christensen et al.’s (2015) theory of disruptive innovation within the asset management industry, focusing on performance attribution. While disruptive innovation traditionally involves new entrants targeting underserved market segments, we propose a novel perspective: leveraging an established analytical discipline as a defined product or service offering. By enhancing and repositioning performance attribution, asset management firms—regardless of size or market share—can differentiate themselves and gain competitive advantage in an industry where such opportunities are limited.

Author: Shaun Stephen Fennell