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01/10/2013OrganisationalcapabilitiesRoineLeiringerWhatwemightlearntoday•Tounderstandandapplytheconceptoforganisationalcapability.•(Tohavepatiencewithdefinitions)Background–theResourceBasedViewofthefirm(i)•Wernerfelt,Barneyandothers–Marketequilibrium,firmresourcesandcompetitiveadvantage.–Ifafirmistoachievesustainedcompetitiveadvantageithastoacquireandcontrol‘VRIN’resources.–VRIN:valuedamongstcustomers,rareamongstcompetitors,inimitablebycompetitors,non‐substitutablebypotentialmarketentrants.–Exampleofsuchresources:•Physical(specialisedequipment,geographiclocation);•human(expertiseincoding);•organisational(superiorsalesteam)1 01/10/2013Background–theResourceBasedViewofthefirm(ii)•Penrose(1960)–concernedwithunderstandingtheconstraintsontherateofgrowthoffirms.–Intheabsenceofcapitalconstraints,thefundamentalconstraintismanagerialcapacitytomobilizetheresourcesavailabletothefirmproductively.•BuildingonthisworkChandler(1990)arguedthatthefirmisacollectionoforganisationalcapabilities(thephysicalfacilitiesandhumanresourcesrequiredtosupplygoodsandservices).Settingthescene•Aformalorganisationisa‘plannedcoordinationofactivitiesofanumberofpeoplefortheachievementofsomecommonexplicitpurposeorgoal,throughdivisionoflabourandfunction,andthroughahierarchyofauthorityandresponsibility’(E.Schein)•Wetakeforgrantedthatbusinessfirmsandotherformalorganisationsknowhowtodothings.•Butwhataretheprinciplesthatgovernhowthis‘knowledge’isacquired,maintained,extendedanddeployed?Capability•“Tobecapableofsomethingistohaveagenerallyreliablecapacitytobringthatthingaboutasaresultofintendedaction.Capabilitiesfillthegapbetweenintentionandoutcome,andtheyfillitinsuchawaythattheoutcomebearsadefiniteresemblancetowhatwasintended”.Dosietal.(2000)TheNatureandDynamicsofOrganizationalCapabilities.OxfordUniversityPress2 01/10/2013Organisationalcapabilities•Organisationalcapabilitiesarecommonlydefinedastheparticularcombinationofskills,competences,resources,routines,andbehaviourswhichenableeffectiveperformance(andgeneratecompetitiveadvantage;commonlymeasuredingrowthandprofit).Clarifications(fromthisperspective)•Competence ‐standardisedrequirementforanindividualtoproperlyperformaspecificjob.•Skill ‐thelearnedcapacitytocarryoutpre‐determinedresults.Inotherwordstheabilitiesthatonepossesses.•Resourcesaretangibleandintangibleassetsthataretied‘semi‐permanently’tothefirm.–Examplesofwhichare:brandnames,machinery,tradecontacts,personnel.•Routinesareanexecutableabilityforrepeatedperformanceinsomecontextthathasbeenlearnedbyanorganizationinresponsetoselectivepressures.–‘Thewaywedothingsaroundhere…’Kindsofcapabilities•Organisationalcapabilitiesareusuallydividedintotwotypes:–‘Operationalcapabilities’:whichcapturetheday‐to‐day,month‐by‐monthabilityoftheorganisationtodeliveronitsmission;–‘Dynamiccapabilities’:whichcapturetheabilityoftheorganisationtochangeanddevelopinordertomeetnewchallenges.3 01/10/2013Fortheproject‐basedorganisation•Projectcapabilities–‘thespecificknowledgeandexperiencerequiredtoengagewithinternalandexternalcustomers,developbidsandimplementandexecuteprojects’–‘theappropriateknowledge,experienceandskillsnecessarytoperformpre‐bid,bid,projectandpost‐projectactivities’.(BradyandDavies2004)Exercise1•Whatdoesyourcompanydo?•Whatistheorganisationsupposedtoknowhowtodo?•Howdoesthecompanydowhatitdoes?•Whatenablesthecompanytodowhatitdoes,i.e.whatarethekey(broad)capabilities?–Theunderpinningcompetencies,skills,routinesandresources…Aslightlydifferentangle ‐MakeorBuy?•Firmsmakedecisionsonwhattomakeinternallyandwhattobuyfromtheoutside.•MakeorBuydecision–Thevolume–Thefixedcostofmaking–Per‐unitdirectcostwhenmaking–Per‐unitcostwhenbuying4 01/10/2013MakeorBuy?•Reasonstomake:–Costconcerns,needfordirectcontroloverproduct,IPconcerns,qualitycontrolconcerns,supplierunreliability,lackofcompetentsuppliers,numberstosmalltoattractsuppliers,politicalandenvironmentalreasons,organisational‘pride’etc.•Reasonstobuy:–Lackoftechnicalexperience,supplierssuperiorexpertise,costconsiderations,insufficientinhousecapacityetc.Tothinkabout•Canwemakea‘makeorbuy’argumentaroundDanishElectronics?Arecursiverelationship•Availableorganisationalcapabilitieswillaffectthemakeorbuydecision,andthemakeorbuydecisionwillinturnaffecttheneededorganisationalcapabilities.•Example:commercialcapabilities(e.g.beingcapableofdefining,procuring,monitoringetc.,insteadofproductioncapabilities.•Outsourcingmightmeanthatcompetenceandskillsarelost…5 01/10/2013Preachtothechoir…•Bearwithme!Whatisaprojectandwhydowehavethem?•Asetofactivitiesintendedtoproduceaspecificoutput,whichhasadefinitebeginningandend.Constructionprojects…6 01/10/2013TypesofclientOne‐offRepeatNoviceHighlyknowledgeableExercise2:thepublicsectorclientClientcapabilities:aproposalfordiscussion•Investmentcapabilities•Commercialcapabilities•Systemsintegrationcapabilities•Stakeholdermanagementcapabilities•Coordinationcapabilities•Learningcapabilities7 01/10/2013Investmentcapabilities•Selectingthemostbeneficialproject–Evaluationcriteria–Useofcost/benefitanalysis–Establishingfeasibility•Definingtheprojectmission–Whatarewetryingtoachieve?•Raisingthecapital–Evaluatingalternativefundingmodels•Managingprojectcash‐flowlife‐cycle•Managingoverallprojectportfolio8 01/10/2013Commercialcapabilities•Identifyingandselectingpotentialsuppliers–Negotiatingthedeal•Selectingthemostappropriatecontractingstrategy–Packagingthescope–Selectingappropriateprocurementroute–Selectingmostappropriatecontracttype•Administeringcontractthroughlife‐cycle–Tenderdocumentation–Settlinginterimandfinalaccounts–Respondingtoclaims–ResolvingdisputesCoordinationcapabilities•Allocatingappropriatemanagerialresource–Oversight,lineofvisibilityetc.•Schedulingandbudgeting•Definingscope–Managingfrontenddefinition•Projectassurance–stage/gateprocessesandsinglepointofaccountability•Managingriskanduncertainty•ControlssystemsandITplatforms9 01/10/2013Stakeholdermanagementcapabilities•Regulators•Users•JVpartners•Government–Local–National•Objectors–NIMBYs–Environmental10 01/10/2013Systemsintegrationcapabilities•Ensuringoverallsystemintegrityofasset–Systemsengineering•Commissioningandhandover•ManagingassetintobeneficialuseLearningcapabilities•Understanding‘innovative’proposals–Absorptivecapacity•Inter‐projectlearning•CapabilitydevelopmentReferencesandsomefurtherreading•Barney,J.1991.FirmResourcesandCompetitiveAdvantage.JournalofManagement,17:99‐120.•Brady,T.andDavies,A.(2004)BuildingProjectCapabilities:FromExploratorytoExploitativeLearning.OrganizationStudies,25(9),1601‐1621.•Davies,A.andBrady,T.2000.OrganizationalCapabilitiesandLearninginComplexProductSystems:TowardsRepeatableSolutions.ResearchPolicy,29:931‐953.[Recommendedreading]•Penrose,E.T.1960.TheGrowthoftheFirmACaseStudy:TheHerculesPowderCompany.BusinessHistoryReview,34:1‐23.•Teece,D.J.,Pisano,G.andShuen,A.(1997)DynamicCapabilitiesandStrategicManagement.StrategicManagementJournal,18(7),509‐533.•Wernerfelt,B.1984.AResource‐basedViewoftheFirm.StrategicManagementJournal,5:171‐180.11
