Salīdzināt metodes
Apskatiet izvēlētās metodes blakus; rindas, kas atšķiras, ir izceltas.
| Mēroga novērtējums digitālajai gatavībai× | Dinamisko spēju skala× | |
|---|---|---|
| Nozare | Stratēģiskā vadība | Stratēģiskā vadība |
| Saime | Process / pipeline | Process / pipeline |
| Izcelsmes gads≠ | 2014 | 2007 |
| Autors≠ | George Westerman, Didier Bonnet, Andrew McAfee (MIT Center for Digital Business) | David J. Teece |
| Tips | Organizational self-report questionnaire | Organizational self-report questionnaire |
| Pirmavots≠ | Westerman, G., Bonnet, D., & McAfee, A. (2014). The nine elements of digital transformation. MIT Sloan Management Review, 55(3), 1–6. link ↗ | Teece, D. J. (2007). Explicating dynamic capabilities: The nature and microfoundations of (sustainable) enterprise performance. Strategic Management Journal, 28(13), 1319–1350. DOI ↗ |
| Citi nosaukumi≠ | Digital Readiness Scale, Digital Maturity Scale, Digital Transformation Assessment | DCV, Teece Dynamic Capabilities |
| Saistītās | 5 | 5 |
| Kopsavilkums≠ | Digital Transformation Readiness refers to an organization's preparedness to successfully adopt digital technologies, redesign business processes, and develop new digital capabilities to compete in increasingly digital markets. Westerman, Bonnet, and McAfee (2014) identify nine elements of digital transformation spanning technology (systems, data, infrastructure), people (skills, culture), and governance (leadership, decision authority). Organizations with high digital readiness leverage digital technologies to create competitive advantage; those with low readiness experience failed technology implementations, continued legacy system dependence, and competitive disadvantage. This scale measures organizational readiness across four dimensions: technology capability, people and skills, organizational culture, and governance and leadership—revealing where transformation barriers exist. | 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. |
| ScholarGateDatu kopa ↗ |
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