Yöntem Karşılaştırma

	Dynamic Capabilities Measurement	VRIN/VRIO Resource Audit
Alan	Stratejik yönetim	Stratejik yönetim
Aile	Latent structure	Process / pipeline
Köken yılı	1997	1991
Köken	David J. Teece, Gary Pisano & Amy Shuen; David J. Teece	Jay B. Barney; Margaret A. Peteraf
Tür	Construct-measurement approach for firm-level adaptive capabilities	Resource-screening pipeline for sustained competitive advantage
Seminal kaynak	Teece, D. J., Pisano, G., & Shuen, A. (1997). Dynamic Capabilities and Strategic Management. Strategic Management Journal, 18(7), 509-533.	Barney, J. (1991). Firm Resources and Sustained Competitive Advantage. Journal of Management, 17(1), 99-120.
Diğer adlar	Dynamic Capabilities Assessment, Sensing-Seizing-Reconfiguring Measurement, DC Microfoundations Scale, Dynamic Capability Operationalization	VRIO Analysis, VRIN Framework, Resource-Based Audit, Resource and Capability Audit
İlişkili	3	4
Özet	Dynamic capabilities are a firm's higher-order abilities to integrate, build, and reconfigure internal and external competences to address rapidly changing environments. Teece, Pisano, and Shuen's 1997 article introduced the construct to explain why some firms renew their advantage under technological change while others, with strong but static resources, fall behind. Teece's 2007 article disaggregated the construct into three measurable clusters of activity -- sensing opportunities and threats, seizing them through investment and business-model choices, and reconfiguring the asset base to maintain fit -- and located their microfoundations in identifiable routines and processes. Measuring dynamic capabilities means turning these abstract, higher-order constructs into observable indicators: defining the sensing, seizing, and reconfiguring dimensions, writing reflective items or archival proxies for each, validating a multidimensional measurement model, and relating the construct to performance, typically conditional on environmental dynamism.	The VRIN/VRIO resource audit is the operational test of the resource-based view of the firm: it examines a firm's resources and capabilities to judge which of them can be a source of sustained competitive advantage. Jay Barney's 1991 article established the criteria — a resource must be Valuable, Rare, Imperfectly imitable, and Non-substitutable (VRIN) — and later restated them as the VRIO question set, adding whether the firm is Organized to exploit the resource. Margaret Peteraf's 1993 cornerstones paper gave the same logic an economic grounding through resource heterogeneity, ex post and ex ante limits to competition, and imperfect mobility. Together they shifted strategy's attention inward, arguing that durable advantage comes less from industry position than from idiosyncratic, hard-to-copy resources. The audit walks each resource through these tests to classify its competitive implications.