Sammenlign metoder

	Skala for innovasjonsambidekstri	Skala for markedssansningsevne
Fagfelt	Strategisk ledelse	Strategisk ledelse
Familie	Process / pipeline	Process / pipeline
Opprinnelsesår	1991	1990
Opphavsperson	James G. March	Ajay Kohli, Bernard Jaworski, and George S. Day
Type	Organizational self-report questionnaire	Organizational self-report questionnaire
Opprinnelig kilde	March, J. G. (1991). Exploration and exploitation in organizational learning. Organization Science, 2(1), 71–87.	Kohli, A. K., & Jaworski, B. J. (1990). Market orientation: The construct, research propositions, and managerial implications. Journal of Marketing, 54(2), 1–18.
Alias	Ambidexterity Scale, Exploration-Exploitation Scale	MSC, Market Intelligence Capability
Relaterte	5	5
Sammendrag	Innovation Ambidexterity—the organizational capacity to simultaneously engage in exploration (pursuing radical, novel innovations) and exploitation (improving and extending existing products and processes)—is fundamental to sustained competitive advantage. March (1991) formalized this trade-off in Organization Science, arguing that organizations must balance the two to survive and thrive. Exploration alone leads to variety but insufficient returns; exploitation alone leads to competence traps and vulnerability to disruption. This scale, operationalized by He and Wong (2004) and extended by Jansen et al. (2006), measures organizational capability in both domains and the degree to which firms balance competing innovation imperatives.	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.