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| [HUNGARIAN TRANSLATION MISSING - THIS ITEM IS NOT TRANSLATED]× | Dinamikus képességek skála× | |
|---|---|---|
| Tudományterület | Stratégiai menedzsment | Stratégiai menedzsment |
| Módszercsalád | Process / pipeline | Process / pipeline |
| Keletkezés éve≠ | 2002 | 2007 |
| Megalkotó≠ | Shaker Zahra and Gerard George | David J. Teece |
| Típus | Organizational self-report questionnaire | Organizational self-report questionnaire |
| Alapmű≠ | Zahra, S. A., & George, G. (2002). Absorptive capacity: A review, reconceptualization, and extension. Academy of Management Review, 27(2), 185–203. DOI ↗ | Teece, D. J. (2007). Explicating dynamic capabilities: The nature and microfoundations of (sustainable) enterprise performance. Strategic Management Journal, 28(13), 1319–1350. DOI ↗ |
| Alternatív nevek | ACAP, Zahra-George Scale | DCV, Teece Dynamic Capabilities |
| Kapcsolódó | 5 | 5 |
| Összefoglaló≠ | 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. | 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. |
| ScholarGateAdatkészlet ↗ |
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