Võrdle meetodeid
Vaata valitud meetodeid kõrvuti; erinevad read on esile tõstetud.
| Digitaalse transformatsiooni valmiduse skaala× | Organisatsioonilise vastupidavuse skaala× | |
|---|---|---|
| Valdkond | Strateegiline juhtimine | Strateegiline juhtimine |
| Perekond | Process / pipeline | Process / pipeline |
| Tekkeaasta≠ | 2014 | 2007 |
| Looja≠ | George Westerman, Didier Bonnet, Andrew McAfee (MIT Center for Digital Business) | Karl Weick, Kathleen Sutcliffe, and subsequent organizational scholars |
| Tüüp | Organizational self-report questionnaire | Organizational self-report questionnaire |
| Algallikas≠ | Westerman, G., Bonnet, D., & McAfee, A. (2014). The nine elements of digital transformation. MIT Sloan Management Review, 55(3), 1–6. link ↗ | Weick, K. E., & Sutcliffe, K. M. (2007). Managing the unexpected: Resilient performance in an age of uncertainty. Jossey-Bass. link ↗ |
| Rööpnimetused | Digital Readiness Scale, Digital Maturity Scale, Digital Transformation Assessment | Resilience Scale, Organizational Adaptability Scale, Crisis Preparedness Scale |
| Seotud | 5 | 5 |
| Kokkuvõte≠ | Digital Transformation Readiness refers to an organization's preparedness to successfully adopt digital technologies, redesign business processes, and develop new digital capabilities to compete in increasingly digital markets. Westerman, Bonnet, and McAfee (2014) identify nine elements of digital transformation spanning technology (systems, data, infrastructure), people (skills, culture), and governance (leadership, decision authority). Organizations with high digital readiness leverage digital technologies to create competitive advantage; those with low readiness experience failed technology implementations, continued legacy system dependence, and competitive disadvantage. This scale measures organizational readiness across four dimensions: technology capability, people and skills, organizational culture, and governance and leadership—revealing where transformation barriers exist. | Organizational Resilience refers to an organization's capacity to anticipate disruptions, withstand shocks, and adapt effectively to changing circumstances while maintaining core identity and functionality. Weick and Sutcliffe (2007) argue that resilience is not primarily about avoiding disruption but about developing capability to sense threats early, respond rapidly, and learn from shocks. The COVID-19 pandemic exposed organizational resilience gaps: firms with diversified supply chains, flexible workforce arrangements, and adaptive cultures recovered faster than those with fragile, optimized-for-efficiency structures. This scale measures organizational resilience across three dimensions: readiness (preparation for uncertainty), response capability (speed and agility in crisis), and adaptive learning (capturing and applying lessons). |
| ScholarGateAndmestik ↗ |
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