دانلود رایگان مقاله لاتین توسعه زیرساخت پروژه مالک از سایت الزویر
عنوان فارسی مقاله:
ویژگی های پروژه مالک برای توسعه زیرساخت: بررسی و توسعه مفهوم "صاحب قوی"
عنوان انگلیسی مقاله:
Owner project capabilities for infrastructure development: A review and development of the “strong owner” concept
سال انتشار : 2015
بخشی از مقاله انگلیسی:
3. The capabilities literature and managing major projects
Research on innovation in complex product systems has identified the project-based firm and its project capabilities as central to competitive advantage in high technology industries (Brady and Davies, 2004; Davies and Brady, 2000; Ethiraj et al., 2005; Lampel, 2001; Nightingale et al., 2011). However, this literature is essentially supplier-focused. That is, it is focused on the activities of the project-based firms that supply new infrastructure assets such as information systems, high speed trains, and training simulators rather than the owners of those assets (Flowers, 2007) which typically act as both investors in, and operators of, such assets. This supplier focus underlies the recent development of perspectives such as the “business of projects” (Davies and Hobday, 2005), the “P-form” (Söderlund and Tell, 2009, 2011) and “project business” (Artto and Wikström, 2005; Artto et al., 2011). It also provides an important input for our own exercise. Davies and Hobday (2005; Table 3.1) provide a useful summary of project capabilities for supply-side firms which they categorise as “pre-bid, bid and offer” capabilities and “project and post-project” capabilities. Similarly, Ethiraj et al. (2005) identify the importance of “client-specific capabilities” and “project management capabilities” in the performance of software services firms. We can usefully summarise these as commercial and project coordination capabilities; the latter form much of the core content of the project management discipline. However, the project management literature does not usually identify whether these are the responsibility of the supplier alone, or should be shared with the owner and by default, it is often presumed that they are a supplier responsibility. Suppliers' commercial capabilities are about both their relationship with their clients, and their relationships with their own suppliers. We can infer that owners will need to “match” suppliers' commercial capabilities with their own. In addition to being supplier focused, this literature on project and commercial capabilities does not distinguish between dynamic and operational capabilities (Helfat et al., 2007), although the identification of the importance of “base-moving projects” (Brady and Davies, 2004; Davies and Hobday, 2005) for innovation in project-based firms could well be developed to address this distinction. Operational capabilities are the ability of the organisation to deploy its resource base (human, material, etc.) to provide effectively and efficiently goods and services to its customers. Dynamic capabilities, in contrast, are the ability “of an organization to purposefully create, extend, or modify the resource base” (Helfat et al., 2007: 4). As Winter (2003) points out, what is a dynamic capability for a purchasing firm may only be an operational capability for a supplying firm. Thus, project capabilities for a project-based firm may – almost by definition – be operational, but for a purchasing owner organisation they are almost always dynamic because they extend the resource-base of that organisation, but are not its “core business” (Kay, 1993). We therefore propose to focus our research on owner project capabilities — that is the dynamic capabilities required by the owner organisation for the acquisition of infrastructure assets in order to extend or improve its operational capabilities in distinction to the operational capabilities deployed by the project-based firms which supply those assets.
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