Comparar métodos

	Escala de Capacidad de Detección de Mercado	Escala de Ambidestreza Innovadora
Campo	Dirección estratégica	Dirección estratégica
Familia	Process / pipeline	Process / pipeline
Año de origen	1990	1991
Autor original	Ajay Kohli, Bernard Jaworski, and George S. Day	James G. March
Tipo	Organizational self-report questionnaire	Organizational self-report questionnaire
Fuente seminal	Kohli, A. K., & Jaworski, B. J. (1990). Market orientation: The construct, research propositions, and managerial implications. Journal of Marketing, 54(2), 1–18.	March, J. G. (1991). Exploration and exploitation in organizational learning. Organization Science, 2(1), 71–87.
Alias	MSC, Market Intelligence Capability	Ambidexterity Scale, Exploration-Exploitation Scale
Relacionados	5	5
Resumen	Market Sensing Capability (MSC) refers to an organization's ability to systematically gather, interpret, and respond to market information about customers, competitors, and market trends. Building on Kohli and Jaworski's (1990) market orientation construct and George Day's (1994) framework of market-driven organizations, the MSC scale measures three interconnected processes: intelligence generation (acquiring market information), dissemination (sharing information across functions), and responsiveness (acting on market insights). Organizations with strong MSC detect competitive threats earlier, understand customer needs more deeply, and adapt strategies faster than competitors with weaker sensing capabilities.	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.