Uma Visão da Empresa Baseada em Habilidades: Contextos Estratégicos e Contingenciais

This paper extends the corporation-based metaphor of the tree by proposing that cognition is the core ability which contributes to nourishing the development of core competencies in the organization. From such an extension, this paper takes a raises the following question: What is the role of cognition in the organization that is in the pursuit of core competencies and sustainable competitive advantage? This paper answers this problem by presenting two perspectives that contribute toward introducing the field of organizational cognition into the domains of the resource-based view and contingency. First, it proposes an ability-based view of the organization through analogies which are most associated with the concepts of the resource-based view and dynamic capabilities of the firm. Second, it proposes a contingency-based view of organizational cognition which is most developed through causal relations and also deductive and inductive reasoning. Grounded in these perspectives, this study sustains the thesis that cognition is a source of controlling environmental uncertainty and, complementarily, cognition contributes toward creating and sustaining the organization’s competitive advantage

Ability-based view in action: a software corporation study

This research investigates antecedents, developments and consequences of dynamic capabilities in an organization. It contributes by searching theoretical and empirical answers to the questions: (a) What are the antecedents which can provide an organization with dynamic and ordinary capabilities?; (b) How do these antecedents contribute to create capabilities in an organization?; (c) How do they affect an organization's competitive advantage?; (d) Can we assess and measure the antecedents and consequences to an organization? From a first (theoretical) perspective, this paper searches answers to the first, second and third questions by reviewing concepts of an ability-based view of organizations that involves the abilities of cognition, intelligence, autonomy, learning and knowledge management, and which contributes to explain the dynamic behavior of the firm in the pursuit of competitive advantage. From a second (empirical) perspective, this paper reinforces and delivers findings to the second, third and fourth questions by presenting a case study that evidences the ability-based view in action in a software corporation, where it contributes by investigating: (a) the development of organizational capabilities; (b) the effects of the new capabilities on the organization; and (c) the assessment and measurement of the abilities and consequences