Bandingkan kaedah

	Skala Keupayaan Pengurusan Pengetahuan	Skala Keupayaan Dinamik
Bidang	Pengurusan Strategik	Pengurusan Strategik
Keluarga	Process / pipeline	Process / pipeline
Tahun asal	1995	2007
Pengasas	Ikujiro Nonaka and Hirotaka Takeuchi (SECI model); adapted by organizational scholars	David J. Teece
Jenis	Organizational self-report questionnaire	Organizational self-report questionnaire
Sumber perintis	Nonaka, I., & Takeuchi, H. (1995). The knowledge-creating company: How Japanese companies create the dynamics of innovation. Oxford University Press.	Teece, D. J. (2007). Explicating dynamic capabilities: The nature and microfoundations of (sustainable) enterprise performance. Strategic Management Journal, 28(13), 1319–1350.
Alias	KM Capability Scale, Knowledge Management Maturity Scale	DCV, Teece Dynamic Capabilities
Berkaitan	5	5
Ringkasan	Knowledge Management (KM) refers to the organizational capacity to create, capture, organize, and apply knowledge to improve organizational effectiveness, innovation, and decision-making. Nonaka and Takeuchi's (1995) knowledge-creating company framework conceptualized knowledge as moving through four conversion modes: socialization (tacit to tacit knowledge transfer through experience), externalization (tacit knowledge articulation into explicit forms), combination (explicit knowledge assembly into systems), and internalization (explicit knowledge absorption into tacit understanding). This scale measures organizational capability across the four KM processes—knowledge creation, capture, sharing, and application—revealing where organizations excel or struggle in converting information into competitive advantage.	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.