1.
Söderlund, Jonas, 1971-, et al.
(författare)
Strategy and Capabilities in the P-form Corporation: Linking Strategic Direction to Organizational Capabilities
2011
Ingår i: Advances in Strategic Management. - : Emerald Group Publishing Limited. - 0742-3322. ; 28, s. 235-263
Tidskriftsartikel (refereegranskat) abstract
There has been a growing interest in the field of strategic management to understand the relationship between the organizational capabilities of firms and (a) the direction of strategies pursued and (b) the impact on competitive performance. Much of this literature has been influenced by the resource-based view of the firm. As indicated in early formulations of this theory, one implication is that the organization of resources is equally important as the resources themselves. Accordingly, the organizational and integration of resources and knowledge can be viewed as a core facet of the organizational capabilities of firms that are difficult to imitate for competitors. This paper explores a particular kind of organization referred to as the ‘‘P-form corporation’’ (Project-Form), its organizational capabilities and options for strategic alternatives. The chapter addresses three broad questions: (1) What are the main characteristics of P-form corporations? (2) What are the capabilities acquired and developed by P-form corporations and how are these acquired? (3) How do these capabilities vary across different strategic alternatives in the Pform corporation? The chapter concludes with a discussion about the implications for strategy and management.
2.
Wikström, Kim, et al.
(författare)
Business models in project business
2010
Ingår i: International Journal of Project Management. - : Elsevier. - 0263-7863 .- 1873-4634. ; 28:8, s. 832-841
Tidskriftsartikel (refereegranskat) abstract
Recent management and business research has demonstrated the importance of business models for value creation and company performance. So far, extant research on business models has not investigated the particular requirements, characteristics and combinations of business models in project business. This paper seeks to fill this void. The paper reports on findings from an exploratory multiple case study comprising six project-based firms operating in such industries as shipbuilding, telecom, and power systems. 19 business models were identified and compared through a framework utilizing elements of business models. The identified business models are further grouped into three categories based on the organizational entity. The paper points out the diversity of business models in project business and their inclination to span organizational levels. The results demonstrate the importance of addressing the combination of business models across organizational boundaries.
