So sánh phương pháp

	Dynamic Capabilities Measurement	Resource-Based View (VRIO) Operationalization
Lĩnh vực	Quản trị chiến lược	Quản trị chiến lược
Họ	Latent structure	Process / pipeline
Năm ra đời	1997	1991
Người khởi xướng	David J. Teece, Gary Pisano & Amy Shuen; David J. Teece	Jay B. Barney
Loại	Construct-measurement approach for firm-level adaptive capabilities	Diagnostic framework for assessing resource-based competitive advantage
Công trình gốc	Teece, D. J., Pisano, G., & Shuen, A. (1997). Dynamic Capabilities and Strategic Management. Strategic Management Journal, 18(7), 509-533.	Barney, J. B. (1991). Firm Resources and Sustained Competitive Advantage. Journal of Management, 17(1), 99-120.
Tên gọi khác	Dynamic Capabilities Assessment, Sensing-Seizing-Reconfiguring Measurement, DC Microfoundations Scale, Dynamic Capability Operationalization	RBV Operationalization, VRIO Resource Audit, Value-Rarity-Imitability-Organization Analysis, Resource-Based Competitive Advantage Assessment
Liên quan	3	3
Tóm tắt	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 resource-based view (RBV) explains why firms in the same industry persistently differ in performance: competitive advantage flows from internal resources and capabilities that are valuable, rare, costly to imitate, and exploited by an organization built to use them. Jay Barney's 1991 article gave the theory its rigorous form, arguing that for a resource to yield sustained advantage it must satisfy the value, rareness, inimitability, and non-substitutability conditions, and identifying history-dependence, causal ambiguity, and social complexity as the barriers that keep rivals from copying it. His 1995 practitioner article reframed the test as the VRIO framework -- value, rarity, imitability, and organization -- turning the theory into a usable diagnostic: a sequence of questions managers and researchers ask of each resource to determine whether it produces a competitive disadvantage, parity, a temporary advantage, or a sustained advantage. Operationalizing RBV means systematically auditing a firm's resources against these questions and mapping the answers to competitive implications.