手法を比較
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| 起業家志向尺度× | ダイナミック・ケイパビリティ・スケール（Dynamic Capabilities Scale）× | |
|---|---|---|
| 分野 | 経営戦略論 | 経営戦略論 |
| 系統 | Process / pipeline | Process / pipeline |
| 提唱年≠ | 1983 | 2007 |
| 提唱者≠ | Danny Miller | David J. Teece |
| 種類 | Organizational self-report questionnaire | Organizational self-report questionnaire |
| 原典≠ | Miller, D. (1983). The correlates of entrepreneurship in three types of firms. Management Science, 29(7), 770–791. DOI ↗ | Teece, D. J. (2007). Explicating dynamic capabilities: The nature and microfoundations of (sustainable) enterprise performance. Strategic Management Journal, 28(13), 1319–1350. DOI ↗ |
| 別名 | EO Scale, Miller Scale | DCV, Teece Dynamic Capabilities |
| 関連 | 5 | 5 |
| 概要≠ | 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. | 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. |
| ScholarGateデータセット ↗ |
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