Another look at strategy–Structure relationships:

Improving the impact of IT development projects: the benefits realization capability model

“…people resources, who are likely to be distributed enterprise-wide, and deployed in combination with specific organizational processes and resources (McGrath et al, 1995).  Capability is a higher level construct than a competence (Stalk et al, 1992), defined and enacted through the application of a set of competences (Teece et al, 1997;Kangas, 1999;Moingeon et al, 1998). More specifically, a capability can be defined as an organization's ability to 'perform a set of co-ordinated tasks, utilizing organizational resources, for the purposes of achieving a particular end result' (Helfat & Peteraf, 2003, p. 1000.…”

Towards a further understanding of the development of market orientation in the firm: a conceptual framework based on the market-sensing capability

“…Researchers have studied the relationship between strategy and structure for a long time, according to Moingeon at al (1998), who link this theme to studies of the creation of competitive advantage in a firm. A positive culture is characterised by an organisational structure that facilitates cross-departmental and inter-functional actions (Ruekert, 1992).…”

Developing a Value Management Capability: A Literature Study and Exploratory Case Study

“…Value can only be created through competences, defined as an organizational ability to deploy resources in order to achieve a desired outcome (Amit & Schoemaker, 1993;Hamel & Prahalad, 1994;McGrath, MacMillan, & Venkataraman, 1995). Transferring the value into a competitive advantage calls for an organizational capability that supports the strategic application and integration of competences (Moingeon, Ramanantsoa, Métais, & Orton, 1998). Helfat and Peteraf (2003, p. 999) defined a capability as an organizational ability "to perform a set of coordinated tasks, utilizing organizational resources, for the purposes of achieving a particular result."…”