Σύγκριση μεθόδων

	Dynamic Capabilities Measurement	Competitive Dynamics (Action-Response) Analysis
Πεδίο	Στρατηγική Διοίκηση	Στρατηγική Διοίκηση
Οικογένεια	Latent structure	Process / pipeline
Έτος προέλευσης	1997	1996
Δημιουργός	David J. Teece, Gary Pisano & Amy Shuen; David J. Teece	Ming-Jer Chen; Ken G. Smith, Walter Ferrier & Hermann Ndofor
Τύπος	Construct-measurement approach for firm-level adaptive capabilities	Action-response interaction pipeline for interfirm rivalry
Θεμελιώδης πηγή	Teece, D. J., Pisano, G., & Shuen, A. (1997). Dynamic Capabilities and Strategic Management. Strategic Management Journal, 18(7), 509-533.	Chen, M.-J. (1996). Competitor Analysis and Interfirm Rivalry: Toward a Theoretical Integration. Academy of Management Review, 21(1), 100-134.
Εναλλακτικές ονομασίες	Dynamic Capabilities Assessment, Sensing-Seizing-Reconfiguring Measurement, DC Microfoundations Scale, Dynamic Capability Operationalization	Action-Response Analysis, Competitive Interaction Analysis, Awareness-Motivation-Capability Analysis, Attack-and-Response Analysis
Συναφείς	3	4
Σύνοψη	Dynamic capabilities are a firm's higher-order abilities to integrate, build, and reconfigure internal and external competences to address rapidly changing environments. Teece, Pisano, and Shuen's 1997 article introduced the construct to explain why some firms renew their advantage under technological change while others, with strong but static resources, fall behind. Teece's 2007 article disaggregated the construct into three measurable clusters of activity -- sensing opportunities and threats, seizing them through investment and business-model choices, and reconfiguring the asset base to maintain fit -- and located their microfoundations in identifiable routines and processes. Measuring dynamic capabilities means turning these abstract, higher-order constructs into observable indicators: defining the sensing, seizing, and reconfiguring dimensions, writing reflective items or archival proxies for each, validating a multidimensional measurement model, and relating the construct to performance, typically conditional on environmental dynamism.	Competitive dynamics analysis studies the actual sequence of competitive moves and countermoves between specific rival firms — who attacks, who responds, how fast, and with what consequence — rather than treating competition as a static structural condition. Ming-Jer Chen's 1996 Academy of Management Review article integrated competitor analysis with interfirm rivalry by introducing two pairwise constructs, market commonality and resource similarity, and organizing the prediction of competitive behavior around awareness, motivation, and capability (AMC). Smith, Ferrier, and Ndofor's 2001 review in the Blackwell Handbook of Strategic Management synthesized the field, codifying how competitive actions and responses are measured and linked to firm performance. The approach turns rivalry into observable, codable behavior — competitive actions and responses — and explains and predicts that behavior through firm-pair relationships and capabilities.