Salīdzināt metodes

	Organizational Resilience Scale	Dinamisko spēju skala
Nozare	Stratēģiskā vadība	Stratēģiskā vadība
Saime	Process / pipeline	Process / pipeline
Izcelsmes gads	2007	2007
Autors	Karl Weick, Kathleen Sutcliffe, and subsequent organizational scholars	David J. Teece
Tips	Organizational self-report questionnaire	Organizational self-report questionnaire
Pirmavots	Weick, K. E., & Sutcliffe, K. M. (2007). Managing the unexpected: Resilient performance in an age of uncertainty. Jossey-Bass.	Teece, D. J. (2007). Explicating dynamic capabilities: The nature and microfoundations of (sustainable) enterprise performance. Strategic Management Journal, 28(13), 1319–1350.
Citi nosaukumi	Resilience Scale, Organizational Adaptability Scale, Crisis Preparedness Scale	DCV, Teece Dynamic Capabilities
Saistītās	5	5
Kopsavilkums	Organizational Resilience refers to an organization's capacity to anticipate disruptions, withstand shocks, and adapt effectively to changing circumstances while maintaining core identity and functionality. Weick and Sutcliffe (2007) argue that resilience is not primarily about avoiding disruption but about developing capability to sense threats early, respond rapidly, and learn from shocks. The COVID-19 pandemic exposed organizational resilience gaps: firms with diversified supply chains, flexible workforce arrangements, and adaptive cultures recovered faster than those with fragile, optimized-for-efficiency structures. This scale measures organizational resilience across three dimensions: readiness (preparation for uncertainty), response capability (speed and agility in crisis), and adaptive learning (capturing and applying lessons).	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.