Project Execution Capability, Organizational Know-how and Conglomerate Corporate Growth in Late Industrialization

Amsden, Alice H.; Hikino, Takashi

doi:10.1093/icc/3.1.111

Cited by 325 publications

(183 citation statements)

References 17 publications

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“…We attempted to build a stronger theoretical foundation -and a wider applicationfor the concept of project capabilities by going back to Penrose (1959) and subsequent RBV and dynamic capabilities research (Brady and Davies, 2004;Davies and Hobday, 2005 (Morris, 1994 and2013;Söderlund, 2005), the project execution capabilities in developing countries (Amsden and Hikino, 1994) and multi-project management capabilities for new product development (Cusumano and Nobeoka, 1998). Unlike this work, the concept of project capabilities identifies the core knowledge that an entire category of project-based firms require to compete, grow and innovate over the long term, emphasising how learning embedded in stable routines and capabilities shapes future action and provides a source of valuable knowledge when applied repeatedly across multiple projects (Gann and Salter, 2000;Hobday, 2000;Prencipe and Tell, 2001;Whitley, 2006 (Winter, 1995;148) and that ad hoc problem solving in response to novel or unpredictable events does not constitute a capability (Winter, 2003).…”

Section: Origins Nature and Scope Of Project Capabilitiesmentioning

confidence: 99%

Explicating the dynamics of project capabilities

Davies

Brady

2016

International Journal of Project Management

193

223

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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.

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Section: Origins Nature and Scope Of Project Capabilitiesmentioning

confidence: 99%

Explicating the dynamics of project capabilities

Davies

Brady

2016

International Journal of Project Management

193

223

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“…Mobilizing financial and human resources, which are generic in nature, can be applied to entries into unrelated as well as those into related industries. In the absence of technological and marketing capabilities that may be used to exploit related industries, business groups are open to business opportunities, regardless of the degree of relatedness to existing businesses (Amsden and Hikino, 1994). When entering into the new industry, business groups often become the first local companies to enjoy first-mover advantages in regard to learning and accumulating basic skills and capabilities.…”

Section: Integrated Frameworkmentioning

confidence: 99%

“…Synergies arising from "building things" sounds like an oversimplification. However, accumulated experience in project feasibility studies, project task force formation, access to foreign technical assistance, training, equipment purchase, new plant design and construction, and operation of project start-ups in the construction business helped Hyundai to set up its new shipbuilding business (Amsden and Hikino, 1994). In the process, the group headquarters played a key role in coordinating the transfer and sharing of resources and expertise between the two group-affiliated companies.…”

Section: From the 1960s To The Late 1980smentioning

confidence: 99%

The Evolution and Restructuring of Diversified Business Groups in Emerging Markets: The Lessons from Chaebols in Korea

Kim

Hoskisson

Tihanyi

et al. 2004

Asia Pacific Journal of Management

146

115

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Abstract. This paper proposes an evolutionary model of business groups in emerging economies by tracing the evolution and restructuring of business groups in Korea. Underlying our model are two theoretical premises: (1) the value-creation potential of business group diversification depends on the quality of the economic institutions supporting the economy; and (2) the strategy-structure fit is a key determinant of diversified business groups' performance. Combining these two premises, we link business group evolution with institutional context, sources of competitive advantages, diversification strategy, and structure. To illustrate our theoretical arguments, we provide an overview of the evolution of chaebols in Korea and examine the restructuring of two major business groups, LG and Hyundai Motor. We conclude by discussing implications for management, public policy, and future research.

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“…de economía política relevante en esa relación: una distribución inequitativa origina una élite poderosa que puede dificultar la independencia de las políticas públicas y la capacidad del Estado (Amsden & Hikino, 1994).…”

Section: • 269unclassified

Hacia un nuevo Estado desarrollista: desafíos para América Latina

Zurbriggen

Travieso

2016

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ResumenLa primera década del siglo xxi constituyó una coyuntura de transformaciones en el mapa político de América Latina. Después de una larga hegemonía de las fuerzas políticas de derecha y centro-derecha, las de izquierda y centro-izquierda -un conjunto muy heterogéneo-conquistaron los gobiernos de la región con un discurso crítico del modelo neoliberal, que subrayaba el papel del Estado como actor clave del proceso de desarrollo. En este escenario, la crisis de 2008 profundizó este debate, enfocando la relación del Estado con las élites y el capital extranjero, así como en su capacidad de articular una estrategia de desarrollo para construir sociedades más prósperas y justas. Este artículo revisita los dos paradigmas del papel del Estado en los procesos de desarrollo: el modelo neoliberal y el desarrollista, a la luz de enfoques teóricos de disciplinas como la ciencia política, la historia económica y la economía del desarrollo. Se concluye que el gran desafío de una nueva teoría y práctica del Estado en América Latina se encuentra en construir coaliciones desarrollistas amplias que permitan contrapesar los intereses centrífugos de las élites locales y las corporaciones trasnacionales. AbstractThe political map of Latin America experienced some significant changes during the first decade of the 21 st century. After a long period of political and social hegemony of right-wing coalitions, progressive parties assumed office in many countries. Their programs criticised the neoliberal model and underlined the role of the State in the development process. In that context, the 2008 world economic crisis strengthened the debate on the role of the State, particularly in what regards to its rapport with elites and foreign capital, as well as its capacity to lead a development strategy towards more prosperous and just societies. This article revisits two theoretical paradigms

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Project Execution Capability, Organizational Know-how and Conglomerate Corporate Growth in Late Industrialization

Cited by 325 publications

References 17 publications

Explicating the dynamics of project capabilities

Explicating the dynamics of project capabilities

The Evolution and Restructuring of Diversified Business Groups in Emerging Markets: The Lessons from Chaebols in Korea

Hacia un nuevo Estado desarrollista: desafíos para América Latina

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