Porovnat metody

	Škála organizační ambidextrie v inovaci	Škála podnikatelského směřování
Obor	Strategický management	Strategický management
Rodina	Process / pipeline	Process / pipeline
Rok vzniku	1991	1983
Tvůrce	James G. March	Danny Miller
Typ	Organizational self-report questionnaire	Organizational self-report questionnaire
Původní zdroj	March, J. G. (1991). Exploration and exploitation in organizational learning. Organization Science, 2(1), 71–87.	Miller, D. (1983). The correlates of entrepreneurship in three types of firms. Management Science, 29(7), 770–791.
Další názvy	Ambidexterity Scale, Exploration-Exploitation Scale	EO Scale, Miller Scale
Příbuzné	5	5
Shrnutí	Innovation Ambidexterity—the organizational capacity to simultaneously engage in exploration (pursuing radical, novel innovations) and exploitation (improving and extending existing products and processes)—is fundamental to sustained competitive advantage. March (1991) formalized this trade-off in Organization Science, arguing that organizations must balance the two to survive and thrive. Exploration alone leads to variety but insufficient returns; exploitation alone leads to competence traps and vulnerability to disruption. This scale, operationalized by He and Wong (2004) and extended by Jansen et al. (2006), measures organizational capability in both domains and the degree to which firms balance competing innovation imperatives.	The Entrepreneurial Orientation (EO) Scale, developed by Danny Miller (1983), measures the extent to which an organization exhibits strategic postures characteristic of entrepreneurship. It assesses three core dimensions—innovativeness, risk-taking, and proactiveness—that distinguish entrepreneurial from conservative firms. This framework has become foundational in strategic management research and organizational behavior.