Σύγκριση μεθόδων

	Κλίμακα Ολοκλήρωσης Εφοδιαστικής Αλυσίδας	Κλίμακα Δυναμικών Ικανοτήτων
Πεδίο	Στρατηγική Διοίκηση	Στρατηγική Διοίκηση
Οικογένεια	Process / pipeline	Process / pipeline
Έτος προέλευσης	2010	2007
Δημιουργός	Flynn, Huo, and Zhao	David J. Teece
Τύπος	Organizational self-report questionnaire	Organizational self-report questionnaire
Θεμελιώδης πηγή	Flynn, B. B., Huo, B., & Zhao, X. (2010). The impact of supply chain integration on performance: A contingency and configuration approach. Journal of Operations Management, 28(1), 58–71.	Teece, D. J. (2007). Explicating dynamic capabilities: The nature and microfoundations of (sustainable) enterprise performance. Strategic Management Journal, 28(13), 1319–1350.
Εναλλακτικές ονομασίες	SCI Scale, Supply Chain Collaboration Scale	DCV, Teece Dynamic Capabilities
Συναφείς	5	5
Σύνοψη	Supply Chain Integration (SCI) refers to an organization's capacity to seamlessly coordinate and align processes, information, and incentives across internal functions and with external suppliers and customers. Flynn et al. (2010) operationalized SCI into three complementary dimensions in the Journal of Operations Management: internal integration (coordination across departments), supplier integration (collaboration with upstream partners), and customer integration (collaboration with downstream partners). Organizations with high SCI reduce costs through process alignment, improve quality through shared information, and accelerate time-to-market through coordinated innovation. This scale has become foundational in supply chain management research and practice.	Dynamic Capabilities (DC) represent an organization's capacity to sense new opportunities and threats, seize those opportunities through strategic investments and organizational changes, and reconfigure assets and organizational structures to adapt to shifting competitive environments. Teece (2007) articulated this framework in the Strategic Management Journal, arguing that dynamic capabilities—not static resources—explain sustained competitive advantage in turbulent, knowledge-intensive markets. This scale operationalizes the three core processes underlying DC: sensing market and technology changes, making swift strategic decisions, and reorganizing the firm to exploit new opportunities.