Comparar métodos

	Escala de Capacidades Dinámicas	Escala de Capacidad de Absorción
Campo	Dirección estratégica	Dirección estratégica
Familia	Process / pipeline	Process / pipeline
Año de origen	2007	2002
Autor original	David J. Teece	Shaker Zahra and Gerard George
Tipo	Organizational self-report questionnaire	Organizational self-report questionnaire
Fuente seminal	Teece, D. J. (2007). Explicating dynamic capabilities: The nature and microfoundations of (sustainable) enterprise performance. Strategic Management Journal, 28(13), 1319–1350.	Zahra, S. A., & George, G. (2002). Absorptive capacity: A review, reconceptualization, and extension. Academy of Management Review, 27(2), 185–203.
Alias	DCV, Teece Dynamic Capabilities	ACAP, Zahra-George Scale
Relacionados	5	5
Resumen	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.	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.