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	Skala Odporności Organizacyjnej	Skala Zdolności Zarządzania Wiedzą
Dziedzina	Zarządzanie strategiczne	Zarządzanie strategiczne
Rodzina	Process / pipeline	Process / pipeline
Rok powstania	2007	1995
Twórca	Karl Weick, Kathleen Sutcliffe, and subsequent organizational scholars	Ikujiro Nonaka and Hirotaka Takeuchi (SECI model); adapted by organizational scholars
Typ	Organizational self-report questionnaire	Organizational self-report questionnaire
Źródło pierwotne	Weick, K. E., & Sutcliffe, K. M. (2007). Managing the unexpected: Resilient performance in an age of uncertainty. Jossey-Bass.	Nonaka, I., & Takeuchi, H. (1995). The knowledge-creating company: How Japanese companies create the dynamics of innovation. Oxford University Press.
Inne nazwy	Resilience Scale, Organizational Adaptability Scale, Crisis Preparedness Scale	KM Capability Scale, Knowledge Management Maturity Scale
Pokrewne	5	5
Podsumowanie	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).	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.