Comparer des méthodes
Examinez les méthodes sélectionnées côte à côte ; les lignes qui diffèrent sont mises en évidence.
| Échelle des Capacités Dynamiques× | Échelle d'orientation stratégique× | |
|---|---|---|
| Domaine | Management stratégique | Management stratégique |
| Famille | Process / pipeline | Process / pipeline |
| Année d'origine≠ | 2007 | 1978 |
| Auteur d'origine≠ | David J. Teece | Miles and Snow; extended by Miller and Friesen |
| Type | Organizational self-report questionnaire | Organizational self-report questionnaire |
| Source fondatrice≠ | Teece, D. J. (2007). Explicating dynamic capabilities: The nature and microfoundations of (sustainable) enterprise performance. Strategic Management Journal, 28(13), 1319–1350. DOI ↗ | Miles, R. E., & Snow, C. C. (1978). Organizational strategy, structure, and process. McGraw-Hill. DOI ↗ |
| Alias | DCV, Teece Dynamic Capabilities | Strategic Posture Scale, Miller-Friesen Framework |
| Apparentées | 5 | 5 |
| Résumé≠ | 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. | 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. |
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