Comparer des méthodes

	Échelle d'Ambidextrie d'Innovation	Échelle de Capacité d'Absorption
Domaine	Management stratégique	Management stratégique
Famille	Process / pipeline	Process / pipeline
Année d'origine	1991	2002
Auteur d'origine	James G. March	Shaker Zahra and Gerard George
Type	Organizational self-report questionnaire	Organizational self-report questionnaire
Source fondatrice	March, J. G. (1991). Exploration and exploitation in organizational learning. Organization Science, 2(1), 71–87.	Zahra, S. A., & George, G. (2002). Absorptive capacity: A review, reconceptualization, and extension. Academy of Management Review, 27(2), 185–203.
Alias	Ambidexterity Scale, Exploration-Exploitation Scale	ACAP, Zahra-George Scale
Apparentées	5	5
Résumé	Innovation Ambidexterity—the organizational capacity to simultaneously engage in exploration (pursuing radical, novel innovations) and exploitation (improving and extending existing products and processes)—is fundamental to sustained competitive advantage. March (1991) formalized this trade-off in Organization Science, arguing that organizations must balance the two to survive and thrive. Exploration alone leads to variety but insufficient returns; exploitation alone leads to competence traps and vulnerability to disruption. This scale, operationalized by He and Wong (2004) and extended by Jansen et al. (2006), measures organizational capability in both domains and the degree to which firms balance competing innovation imperatives.	Absorptive Capacity (ACAP) refers to an organization's ability to acquire, assimilate, transform, and exploit external knowledge to enhance innovation and performance. Zahra and George (2002) reconceptualized absorptive capacity into four distinct but interrelated processes in their foundational Academy of Management Review article. This measurement scale captures organizational learning dynamics and knowledge-based competitive advantage, making it essential for assessing innovation capability and knowledge management effectiveness.