Võrdle meetodeid
Vaata valitud meetodeid kõrvuti; erinevad read on esile tõstetud.
| Dünaamiliste võimete skaala× | Organisatsioonilise vastupidavuse skaala× | |
|---|---|---|
| Valdkond | Strateegiline juhtimine | Strateegiline juhtimine |
| Perekond | Process / pipeline | Process / pipeline |
| Tekkeaasta | 2007 | 2007 |
| Looja≠ | David J. Teece | Karl Weick, Kathleen Sutcliffe, and subsequent organizational scholars |
| Tüüp | Organizational self-report questionnaire | Organizational self-report questionnaire |
| Algallikas≠ | Teece, D. J. (2007). Explicating dynamic capabilities: The nature and microfoundations of (sustainable) enterprise performance. Strategic Management Journal, 28(13), 1319–1350. DOI ↗ | Weick, K. E., & Sutcliffe, K. M. (2007). Managing the unexpected: Resilient performance in an age of uncertainty. Jossey-Bass. link ↗ |
| Rööpnimetused≠ | DCV, Teece Dynamic Capabilities | Resilience Scale, Organizational Adaptability Scale, Crisis Preparedness Scale |
| Seotud | 5 | 5 |
| Kokkuvõte≠ | 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. | 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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