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| 起業家志向尺度× | マーケットセンシング能力尺度× | |
|---|---|---|
| 分野 | 経営戦略論 | 経営戦略論 |
| 系統 | Process / pipeline | Process / pipeline |
| 提唱年≠ | 1983 | 1990 |
| 提唱者≠ | Danny Miller | Ajay Kohli, Bernard Jaworski, and George S. Day |
| 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 ↗ | Kohli, A. K., & Jaworski, B. J. (1990). Market orientation: The construct, research propositions, and managerial implications. Journal of Marketing, 54(2), 1–18. DOI ↗ |
| 別名 | EO Scale, Miller Scale | MSC, Market Intelligence Capability |
| 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. | Market Sensing Capability (MSC) refers to an organization's ability to systematically gather, interpret, and respond to market information about customers, competitors, and market trends. Building on Kohli and Jaworski's (1990) market orientation construct and George Day's (1994) framework of market-driven organizations, the MSC scale measures three interconnected processes: intelligence generation (acquiring market information), dissemination (sharing information across functions), and responsiveness (acting on market insights). Organizations with strong MSC detect competitive threats earlier, understand customer needs more deeply, and adapt strategies faster than competitors with weaker sensing capabilities. |
| ScholarGateデータセット ↗ |
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