Сравнение методов

	Шкала способности к восприятию рынка	Шкала амбидекстрии инноваций
Область	Стратегический менеджмент	Стратегический менеджмент
Семейство	Process / pipeline	Process / pipeline
Год появления	1990	1991
Автор метода	Ajay Kohli, Bernard Jaworski, and George S. Day	James G. March
Тип	Organizational self-report questionnaire	Organizational self-report questionnaire
Основополагающий источник	Kohli, A. K., & Jaworski, B. J. (1990). Market orientation: The construct, research propositions, and managerial implications. Journal of Marketing, 54(2), 1–18.	March, J. G. (1991). Exploration and exploitation in organizational learning. Organization Science, 2(1), 71–87.
Другие названия	MSC, Market Intelligence Capability	Ambidexterity Scale, Exploration-Exploitation Scale
Связанные	5	5
Сводка	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.	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.