Linganisha mbinu

	Dynamic Capabilities Scale	Skala Uwezo wa Kunyonya Maarifa
Nyanja	Usimamizi wa Kimkakati	Usimamizi wa Kimkakati
Familia	Process / pipeline	Process / pipeline
Mwaka wa asili	2007	2002
Mwanzilishi	David J. Teece	Shaker Zahra and Gerard George
Aina	Organizational self-report questionnaire	Organizational self-report questionnaire
Chanzo asilia	Teece, D. J. (2007). Explicating dynamic capabilities: The nature and microfoundations of (sustainable) enterprise performance. Strategic Management Journal, 28(13), 1319–1350.	Zahra, S. A., & George, G. (2002). Absorptive capacity: A review, reconceptualization, and extension. Academy of Management Review, 27(2), 185–203.
Majina mbadala	DCV, Teece Dynamic Capabilities	ACAP, Zahra-George Scale
Zinazohusiana	5	5
Muhtasari	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.	Absorptive Capacity (ACAP) refers to an organization's ability to acquire, assimilate, transform, and exploit external knowledge to enhance innovation and performance. Zahra and George (2002) reconceptualized absorptive capacity into four distinct but interrelated processes in their foundational Academy of Management Review article. This measurement scale captures organizational learning dynamics and knowledge-based competitive advantage, making it essential for assessing innovation capability and knowledge management effectiveness.