Creation of dynamic capacities and their evolution through engineering projects

Purpose – Based on case studies in engineering services companies contracted by Petrobras, which strongly demands the building of dynamic capabilities in its supplier base, we sought to understand how these capabilities are constructed over time. Consequently, we propose new indicators of dynamic capabilities (DCs) and tested their relevance empirically. Design/methodology/approach – Initially, we analysed the relationship of fourteen engineering services companies with Petrobras. Next, we selected two cases to carry out a deeper investigation, evaluating three projects with Petrobras in each case and identifying the creation of dynamic capacities during the projects. Findings – By performing a comprehensive analysis of the case studies, we conclude that through their contracts with Petrobras the engineering services companies develop capabilities that increase the quality and the complexity of the services provided. The four indicators proposed were validated in the field. Originality/value – Empirical studies contribute to understanding the various theoretical interpretations of DCs. In the cases studied, the creation of DCs is linked to new projects with the client. The accumulation of knowledge and learning, when transformed into learning routines and practices, allow companies to develop or reformulate existing skills

Innovation processes : which process for which project?

The innovation process has traditionally been understood as a prede fi ned sequence of phases: idea generation, selection, development, and launch/diffusion/sales. Drawing upon contingency theory, we argue that innovation process may follow a number of different paths. Our research focuses on a clear theoretical and managerial question, i.e., how does a fi rm organize and plan resource allocation for those innovation processes that do not easily fi t into traditional models. This question, in turn, leads to our research question: Which con fi guration of innovation processes and resource allocation should be employed in a given situation, and what is the rationale behind the choice? Based on a large-scale study analyzing 132 innovation projects in 72 companies, we propose a taxonomy of eight different innovation processes with speci fi c rationales that depend on a project’s contingencie