方法对比
并排查看您选择的方法；存在差异的行会高亮显示。
| 市场感知能力量表× | 创业导向量表× | |
|---|---|---|
| 领域 | 战略管理 | 战略管理 |
| 方法族 | Process / pipeline | Process / pipeline |
| 起源年份≠ | 1990 | 1983 |
| 提出者≠ | Ajay Kohli, Bernard Jaworski, and George S. Day | Danny Miller |
| 类型 | Organizational self-report questionnaire | Organizational self-report questionnaire |
| 开创性文献≠ | Kohli, A. K., & Jaworski, B. J. (1990). Market orientation: The construct, research propositions, and managerial implications. Journal of Marketing, 54(2), 1–18. DOI ↗ | Miller, D. (1983). The correlates of entrepreneurship in three types of firms. Management Science, 29(7), 770–791. DOI ↗ |
| 别名 | MSC, Market Intelligence Capability | EO Scale, Miller Scale |
| 相关 | 5 | 5 |
| 摘要≠ | 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. | The Entrepreneurial Orientation (EO) Scale, developed by Danny Miller (1983), measures the extent to which an organization exhibits strategic postures characteristic of entrepreneurship. It assesses three core dimensions—innovativeness, risk-taking, and proactiveness—that distinguish entrepreneurial from conservative firms. This framework has become foundational in strategic management research and organizational behavior. |
| ScholarGate数据集 ↗ |
|
|