Salīdzināt metodes
Apskatiet izvēlētās metodes blakus; rindas, kas atšķiras, ir izceltas.
| Tirgus uztveres spēju skala× | Dinamisko spēju skala× | |
|---|---|---|
| Nozare | Stratēģiskā vadība | Stratēģiskā vadība |
| Saime | Process / pipeline | Process / pipeline |
| Izcelsmes gads≠ | 1990 | 2007 |
| Autors≠ | Ajay Kohli, Bernard Jaworski, and George S. Day | David J. Teece |
| Tips | Organizational self-report questionnaire | Organizational self-report questionnaire |
| Pirmavots≠ | Kohli, A. K., & Jaworski, B. J. (1990). Market orientation: The construct, research propositions, and managerial implications. Journal of Marketing, 54(2), 1–18. DOI ↗ | 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 | MSC, Market Intelligence Capability | DCV, Teece Dynamic Capabilities |
| Saistītās | 5 | 5 |
| Kopsavilkums≠ | 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. | 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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