颠覆性创新是企业获取核心竞争优势，实现跨越式发展的重要方式。激烈竞争环境下，如何提升颠覆性创新水平是企业亟需解决的现实问题。基于25家国内互联网企业案例，运用模糊集定性比较方法，从高管团队、组织环境层面探讨企业颠覆性创新驱动要素与等效路径。结果发现：企业高水平颠覆性创新是高管团队与组织环境两个维度下的多因素作用结果；企业高水平颠覆性创新存在6条路径，这6条路径能够反映出不同组织环境下，高管团队不同特征组合对企业高水平颠覆性创新的驱动机制；进一步对6条路径比较分析发现，高教育水平、高风险偏好、高市场竞争强度作为核心条件发挥关键作用，组织惯性成为驱动企业实现高水平颠覆性创新的重要条件，由此表明组织惯性可能并非是企业颠覆性创新的制约因素。

In an increasingly competitive market environment, disruptive innovation is an important way for enterprises to gain core competitive advantages and achieve leapfrog development. In this context, how to achieve high-level disruptive innovation is an important practical question to be answered. China has attached great importance to the cultivation of disruptive innovation activities, and a number of typical enterprises have emerged to achieve rapid development through disruptive innovation. However, the level of disruptive innovation varies greatly among different companies. In China, only a few enterprises can seize external opportunities to create high-level disruptive innovation advantages, and the vast majority of enterprises fail to identify disruptive innovation opportunities or can only produce low-level disruptive innovation. Therefore, it is necessary to identify the key factors that influence enterprises to generate a high level of disruptive innovation.#br#The upper echelons theory provides a new perspective for this research, which holds that the cognitive foundation and values of the top management team, as the key subject of corporate strategic decision-making, have an important impact on the disruptive innovation behavior of enterprises. Meanwhile, environmental variables play an important role in the decision-making process of the top management team, and the important internal and external environmental factors that affect the innovation of enterprises are crucial for the discussion of the influence of the characteristics of the top management team on the disruptive innovation of the enterprise. However, the existing research on disruptive innovation focuses on the analysis of managers' personal characteristics and ignores the analysis of diverse characteristics composed of teams as a whole. In terms of research methods, few scholars use the QCA method to study the driving mode of corporate disruptive innovation from a micro perspective.#br#Aiming at the above problems, this paper collects the case data of disruptive innovation in 25 domestic Internet enterprises, and adopts the method of fuzzy set qualitative comparative analysis to construct the configuration effect model between six influencing factors at the two levels of the top management team and organizational environment, and discusses the multiple driving factors and multiple equivalent paths of enterprises generating high-level disruptive innovation.#br#The results show that (1) the realization of high levels of disruptive innovation is the result of the joint action of multiple factors at the two levels of the top management team and organizational environment, and any single executive team characteristics or individual organizational environmental conditions are not necessary conditions for enterprises to produce high levels of disruptive innovation; (2) there are six paths for enterprises to have high-level disruptive innovation,and they reflect the multiple models that drive the high level of disruptive innovation in enterprises with different combinations of characteristics of top management teams in different organizational environments. Further comparative analysis of the six paths shows that high education level, high-risk preference, and high market competition intensity play a key role in promoting the process of enterprise disruptive innovation as the core conditions. Organizational inertia has become an important condition to drive enterprises to produce a high level of disruptive innovation, indicating that organizational inertia may not be a constraint hindering enterprise disruptive innovation.#br#From a micro perspective, this paper systematically analyzes the mode and mechanism of the characteristics of the top management team under the influence of the organizational environment to promote the high level of disruptive innovation of enterprises, which not only provides new perspectives and new ideas for the relevant research in the field of disruptive innovation, but also provides important practical value for enterprises to optimize the allocation of top management team members, improve the adaptability of the organizational environment, and realize the diversified development path of high-level disruptive innovation. In addition, the QCA method introduces research on the relationship between the top management team, the organizational environment and the level of disruptive innovation in enterprises, which not only breaks through the limitations of traditional standard statistical methods, but also provides a methodological reference for future research on complex innovation problems.#br#