Explicating the dynamics of project capabilities

Abstract

Abstract:This article provides a foundation to guide future research on project capabilities by providing three main contributions. First, drawing upon research on dynamic capabilities and organisational ambidexterity, we suggest that innovative and routine dimensions of project capabilities are developed and mobilised to deal with the variety of exploratory and exploitative conditions facing an organisation. Second, we distinguish between project capabilities at the operational and dynamic capabilities at the strategic levels, arguing that firms depend on identifiable dynamic capabilities (e.g. portfolio management techniques) to know when and how to maintain current project capabilities and when to modify or replace them depending the conditions encountered. Third, we suggest that the relationship between dynamic and project capabilities is reciprocal, recursive and mutually reinforcing. In this reciprocal relationship, the emergence of new or declining project capabilities provide indications for the strategic priorities, behaviours and future deployment of an organisation's dynamic capabilities.

"Coupled Processes" as Dynamic Capabilities in Systems Integration

“…According to Davies and Brady (2015), new resources may arise to develop vanguard projects on the border of innovation, where new expertise, rules, and principles challenge routines and practices.…”

Developing Organisational Capabilities through Customer-Led Systems Integration Projects: The Case of the Major Project BT 21st Century Network in the UK

“…One of the reasons for the growth of projects seems to be that the customer-focused or customer-centric approach (see, for example, Galbraith (2005)) in dynamic markets is becoming a necessity in order to remain competitive. Thus project capability has acquired momentum in various instances of project business in various contexts (see, for example, Davies and Brady (2015), Melkonian and Picq (2011), Ghapanchi and Aurum (2012))(2015; Ghapanchi & Aurum, 2012;Melkonian & Picq, 2011). A project can be seen as a dynamic capability (cf.…”

Developing Routines in Large Inter-organisational Projects: A Case Study of an Infrastructure Megaproject

“…Indeed, the notion of portfolio management implies that similarities between projects make establishing common, firm-level management routines more efficient. Organisations may also undertake cutting-edge projects and repeatedly use innovative solutions until they become standardised routines (Davies and Brady, 2015). By extension, inter-organisational projects are often seen as temporary enactments of a more stable industry-level regime, in which coordination depends significantly on institutionalised roles and standardised work processes (Kadefors, 1995;Meyerson, Weick and Kramer, 1996;Bechky, 2006).…”

“…In this respect, megaprojects can be conceived as hybrids of projects and permanent organisations. Davies and Brady (2015) point out the need to study how combinations of dynamic and project capabilities are developed and assembled to manage large, unique projects.…”

“…In fact, routines are conceived to be central to coordination, a vital issue in organisations, especially those in which actors have little or no knowledge overlap (Becker, 2004). For these reasons, project routines are imperative to understand in order to improve megaproject performance (Davies and Brady, 2015).…”