Võrdle meetodeid
Vaata valitud meetodeid kõrvuti; erinevad read on esile tõstetud.
| Ettevõtte juhtimise küsimustik× | Dünaamiliste võimete skaala× | |
|---|---|---|
| Valdkond | Strateegiline juhtimine | Strateegiline juhtimine |
| Perekond | Process / pipeline | Process / pipeline |
| Tekkeaasta≠ | 1976 (theory); 1992 (operational) | 2007 |
| Looja≠ | Jensen and Meckling (foundational); Cadbury Committee (operational framework) | David J. Teece |
| Tüüp | Organizational self-report questionnaire | Organizational self-report questionnaire |
| Algallikas≠ | Jensen, M. C., & Meckling, W. H. (1976). Theory of the firm: Managerial behavior, agency costs and ownership structure. Journal of Financial Economics, 3(4), 305–360. DOI ↗ | Teece, D. J. (2007). Explicating dynamic capabilities: The nature and microfoundations of (sustainable) enterprise performance. Strategic Management Journal, 28(13), 1319–1350. DOI ↗ |
| Rööpnimetused | CG Assessment, Governance Maturity Scale | DCV, Teece Dynamic Capabilities |
| Seotud | 5 | 5 |
| Kokkuvõte≠ | Corporate Governance encompasses the system of rules, practices, and processes by which a company is directed and controlled. Jensen and Meckling's (1976) agency theory formalized the principal-agent problem—how to ensure management (agents) acts in shareholders' (principals') interests despite information asymmetry and incentive misalignment. The Cadbury Report (1992) operationalized this into practical governance frameworks emphasizing board independence, audit committees, and transparency. This questionnaire assesses organizational governance maturity across multiple dimensions: board structure and independence, internal controls and risk management, audit and compliance, stakeholder engagement, and transparency. Strong governance reduces agency costs, improves decision quality, and protects against fraud and misconduct. | 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. |
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