Сравнение на методи

	Мащаб за готовност за дигитална трансформация	Скала за оценка на способността за управление на знанията
Област	Стратегически мениджмънт	Стратегически мениджмънт
Семейство	Process / pipeline	Process / pipeline
Година на възникване	2014	1995
Създател	George Westerman, Didier Bonnet, Andrew McAfee (MIT Center for Digital Business)	Ikujiro Nonaka and Hirotaka Takeuchi (SECI model); adapted by organizational scholars
Тип	Organizational self-report questionnaire	Organizational self-report questionnaire
Основополагащ източник	Westerman, G., Bonnet, D., & McAfee, A. (2014). The nine elements of digital transformation. MIT Sloan Management Review, 55(3), 1–6.	Nonaka, I., & Takeuchi, H. (1995). The knowledge-creating company: How Japanese companies create the dynamics of innovation. Oxford University Press.
Други названия	Digital Readiness Scale, Digital Maturity Scale, Digital Transformation Assessment	KM Capability Scale, Knowledge Management Maturity Scale
Свързани	5	5
Резюме	Digital Transformation Readiness refers to an organization's preparedness to successfully adopt digital technologies, redesign business processes, and develop new digital capabilities to compete in increasingly digital markets. Westerman, Bonnet, and McAfee (2014) identify nine elements of digital transformation spanning technology (systems, data, infrastructure), people (skills, culture), and governance (leadership, decision authority). Organizations with high digital readiness leverage digital technologies to create competitive advantage; those with low readiness experience failed technology implementations, continued legacy system dependence, and competitive disadvantage. This scale measures organizational readiness across four dimensions: technology capability, people and skills, organizational culture, and governance and leadership—revealing where transformation barriers exist.	Knowledge Management (KM) refers to the organizational capacity to create, capture, organize, and apply knowledge to improve organizational effectiveness, innovation, and decision-making. Nonaka and Takeuchi's (1995) knowledge-creating company framework conceptualized knowledge as moving through four conversion modes: socialization (tacit to tacit knowledge transfer through experience), externalization (tacit knowledge articulation into explicit forms), combination (explicit knowledge assembly into systems), and internalization (explicit knowledge absorption into tacit understanding). This scale measures organizational capability across the four KM processes—knowledge creation, capture, sharing, and application—revealing where organizations excel or struggle in converting information into competitive advantage.