Comparer des méthodes
Examinez les méthodes sélectionnées côte à côte ; les lignes qui diffèrent sont mises en évidence.
| Échelle d'Intégration de la Chaîne d'Approvisionnement× | Échelle des Capacités Dynamiques× | |
|---|---|---|
| Domaine | Management stratégique | Management stratégique |
| Famille | Process / pipeline | Process / pipeline |
| Année d'origine≠ | 2010 | 2007 |
| Auteur d'origine≠ | Flynn, Huo, and Zhao | David J. Teece |
| Type | Organizational self-report questionnaire | Organizational self-report questionnaire |
| Source fondatrice≠ | Flynn, B. B., Huo, B., & Zhao, X. (2010). The impact of supply chain integration on performance: A contingency and configuration approach. Journal of Operations Management, 28(1), 58–71. DOI ↗ | Teece, D. J. (2007). Explicating dynamic capabilities: The nature and microfoundations of (sustainable) enterprise performance. Strategic Management Journal, 28(13), 1319–1350. DOI ↗ |
| Alias | SCI Scale, Supply Chain Collaboration Scale | DCV, Teece Dynamic Capabilities |
| Apparentées | 5 | 5 |
| Résumé≠ | Supply Chain Integration (SCI) refers to an organization's capacity to seamlessly coordinate and align processes, information, and incentives across internal functions and with external suppliers and customers. Flynn et al. (2010) operationalized SCI into three complementary dimensions in the Journal of Operations Management: internal integration (coordination across departments), supplier integration (collaboration with upstream partners), and customer integration (collaboration with downstream partners). Organizations with high SCI reduce costs through process alignment, improve quality through shared information, and accelerate time-to-market through coordinated innovation. This scale has become foundational in supply chain management research and practice. | 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. |
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