Vertaile menetelmiä

	Organisaatiotason resilienssi	Strategisen suuntautumisen asteikko
Tieteenala	Strateginen johtaminen	Strateginen johtaminen
Menetelmäperhe	Process / pipeline	Process / pipeline
Syntyvuosi	2007	1978
Kehittäjä	Karl Weick, Kathleen Sutcliffe, and subsequent organizational scholars	Miles and Snow; extended by Miller and Friesen
Tyyppi	Organizational self-report questionnaire	Organizational self-report questionnaire
Alkuperäislähde	Weick, K. E., & Sutcliffe, K. M. (2007). Managing the unexpected: Resilient performance in an age of uncertainty. Jossey-Bass.	Miles, R. E., & Snow, C. C. (1978). Organizational strategy, structure, and process. McGraw-Hill.
Rinnakkaisnimet	Resilience Scale, Organizational Adaptability Scale, Crisis Preparedness Scale	Strategic Posture Scale, Miller-Friesen Framework
Liittyvät	5	5
Tiivistelmä	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).	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.