Comparer des méthodes

	Échelle d'Ambidextrie d'Innovation	Échelle d'orientation entrepreneuriale
Domaine	Management stratégique	Management stratégique
Famille	Process / pipeline	Process / pipeline
Année d'origine	1991	1983
Auteur d'origine	James G. March	Danny Miller
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.	Miller, D. (1983). The correlates of entrepreneurship in three types of firms. Management Science, 29(7), 770–791.
Alias	Ambidexterity Scale, Exploration-Exploitation Scale	EO Scale, Miller 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.	The Entrepreneurial Orientation (EO) Scale, developed by Danny Miller (1983), measures the extent to which an organization exhibits strategic postures characteristic of entrepreneurship. It assesses three core dimensions—innovativeness, risk-taking, and proactiveness—that distinguish entrepreneurial from conservative firms. This framework has become foundational in strategic management research and organizational behavior.