Compara mètodes
Revisa els mètodes seleccionats l'un al costat de l'altre; les files que difereixen es ressalten.
| Escala de Capacitat Absorbent× | Escala d'Orientació Estratègica× | |
|---|---|---|
| Camp | Direcció estratègica | Direcció estratègica |
| Família | Process / pipeline | Process / pipeline |
| Any d'origen≠ | 2002 | 1978 |
| Autor original≠ | Shaker Zahra and Gerard George | Miles and Snow; extended by Miller and Friesen |
| Tipus | Organizational self-report questionnaire | Organizational self-report questionnaire |
| Font seminal≠ | Zahra, S. A., & George, G. (2002). Absorptive capacity: A review, reconceptualization, and extension. Academy of Management Review, 27(2), 185–203. DOI ↗ | Miles, R. E., & Snow, C. C. (1978). Organizational strategy, structure, and process. McGraw-Hill. DOI ↗ |
| Àlies | ACAP, Zahra-George Scale | Strategic Posture Scale, Miller-Friesen Framework |
| Relacionats | 5 | 5 |
| Resum≠ | Absorptive Capacity (ACAP) refers to an organization's ability to acquire, assimilate, transform, and exploit external knowledge to enhance innovation and performance. Zahra and George (2002) reconceptualized absorptive capacity into four distinct but interrelated processes in their foundational Academy of Management Review article. This measurement scale captures organizational learning dynamics and knowledge-based competitive advantage, making it essential for assessing innovation capability and knowledge management effectiveness. | Strategic Orientation refers to the fundamental approach an organization adopts when competing in its market, encompassing its competitive strategy, market focus, and organizational design. Miles and Snow's (1978) foundational framework identifies four strategic postures: Defenders (focus on stable market segments, operational efficiency, and incremental innovation), Prospectors (pursue new market opportunities, drive innovation, accept higher risk), Analyzers (balance efficiency and innovation, serve established markets while exploring adjacent opportunities), and Reactors (lack clear strategy, respond reactively to environmental pressures). This scale operationalizes Miles and Snow's framework, revealing an organization's strategic type and fit with its environment and structure. |
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