Vertaile menetelmiä
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| Digital Transformation Readiness Scale× | Strategisen suuntautumisen asteikko× | |
|---|---|---|
| Tieteenala | Strateginen johtaminen | Strateginen johtaminen |
| Menetelmäperhe | Process / pipeline | Process / pipeline |
| Syntyvuosi≠ | 2014 | 1978 |
| Kehittäjä≠ | George Westerman, Didier Bonnet, Andrew McAfee (MIT Center for Digital Business) | Miles and Snow; extended by Miller and Friesen |
| Tyyppi | Organizational self-report questionnaire | Organizational self-report questionnaire |
| Alkuperäislähde≠ | Westerman, G., Bonnet, D., & McAfee, A. (2014). The nine elements of digital transformation. MIT Sloan Management Review, 55(3), 1–6. link ↗ | Miles, R. E., & Snow, C. C. (1978). Organizational strategy, structure, and process. McGraw-Hill. DOI ↗ |
| Rinnakkaisnimet≠ | Digital Readiness Scale, Digital Maturity Scale, Digital Transformation Assessment | Strategic Posture Scale, Miller-Friesen Framework |
| Liittyvät | 5 | 5 |
| Tiivistelmä≠ | 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. | Strategic Orientation refers to the fundamental approach an organization adopts when competing in its market, encompassing its competitive strategy, market focus, and organizational design. Miles and Snow's (1978) foundational framework identifies four strategic postures: Defenders (focus on stable market segments, operational efficiency, and incremental innovation), Prospectors (pursue new market opportunities, drive innovation, accept higher risk), Analyzers (balance efficiency and innovation, serve established markets while exploring adjacent opportunities), and Reactors (lack clear strategy, respond reactively to environmental pressures). This scale operationalizes Miles and Snow's framework, revealing an organization's strategic type and fit with its environment and structure. |
| ScholarGateAineisto ↗ |
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