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Indirect capabilities and complex performance: implications for procurement and operations strategy

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Indirect capabilities and complex performance : implications for procurement and operations strategy. / Spring, Martin; Araujo, Luis.

In: International Journal of Operations and Production Management, Vol. 34, No. 2, 2014, p. 150-173.

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Spring, Martin ; Araujo, Luis. / Indirect capabilities and complex performance : implications for procurement and operations strategy. In: International Journal of Operations and Production Management. 2014 ; Vol. 34, No. 2. pp. 150-173.

Bibtex

@article{470a24236e014996b1e57f03394da6b8,
title = "Indirect capabilities and complex performance: implications for procurement and operations strategy",
abstract = "Purpose – The paper argues that indirect capabilities – the ability to access other organizations{\textquoteright} capabilities – are an important and neglected part of firm strategy in PCP (Procuring Complex Performance) settings, and that this is especially so if these settings are treated as genuinely complex, rather than merely complicated. Elements of indirect capabilities are identified. Design/methodology – This is a theoretical paper, drawing on complexity notions and Penrose{\textquoteright}s analysis of endogenous innovation to drive a disequilibrium-oriented discussion of the capabilities required by firms in a PCP setting. Findings – Six inter-related elements of indirect capabilities are proposed and discussed: IT infrastructure; boundary management practices; contracting; interface artefacts; valuing others{\textquoteright} capabilities and relating direct to indirect capabilities. These are important in PCP settings and in other operations and supply settings characterised by complexity. Originality/value – This paper reconsiders the way complexity has been treated in the PCP literature, and develops an extended discussion of the notion of indirect capabilities. It potentially provides the basis for an operations and supply strategy more attuned to the demands of shifting inter-organizational networks. ",
keywords = "complexity, PCP, indirect capabilities, Penrose, networks",
author = "Martin Spring and Luis Araujo",
note = "This article is (c)2014 Emerald Group Publishing and permission has been granted for this version to appear here . Emerald does not grant permission for this article to be further copied/distributed or hosted elsewhere without the express permission from Emerald Group Publishing Limited.",
year = "2014",
doi = "10.1108/IJOPM-01-2011-0034",
language = "English",
volume = "34",
pages = "150--173",
journal = "International Journal of Operations and Production Management",
issn = "0144-3577",
publisher = "Emerald Group Publishing Ltd.",
number = "2",

}

RIS

TY - JOUR

T1 - Indirect capabilities and complex performance

T2 - implications for procurement and operations strategy

AU - Spring, Martin

AU - Araujo, Luis

N1 - This article is (c)2014 Emerald Group Publishing and permission has been granted for this version to appear here . Emerald does not grant permission for this article to be further copied/distributed or hosted elsewhere without the express permission from Emerald Group Publishing Limited.

PY - 2014

Y1 - 2014

N2 - Purpose – The paper argues that indirect capabilities – the ability to access other organizations’ capabilities – are an important and neglected part of firm strategy in PCP (Procuring Complex Performance) settings, and that this is especially so if these settings are treated as genuinely complex, rather than merely complicated. Elements of indirect capabilities are identified. Design/methodology – This is a theoretical paper, drawing on complexity notions and Penrose’s analysis of endogenous innovation to drive a disequilibrium-oriented discussion of the capabilities required by firms in a PCP setting. Findings – Six inter-related elements of indirect capabilities are proposed and discussed: IT infrastructure; boundary management practices; contracting; interface artefacts; valuing others’ capabilities and relating direct to indirect capabilities. These are important in PCP settings and in other operations and supply settings characterised by complexity. Originality/value – This paper reconsiders the way complexity has been treated in the PCP literature, and develops an extended discussion of the notion of indirect capabilities. It potentially provides the basis for an operations and supply strategy more attuned to the demands of shifting inter-organizational networks.

AB - Purpose – The paper argues that indirect capabilities – the ability to access other organizations’ capabilities – are an important and neglected part of firm strategy in PCP (Procuring Complex Performance) settings, and that this is especially so if these settings are treated as genuinely complex, rather than merely complicated. Elements of indirect capabilities are identified. Design/methodology – This is a theoretical paper, drawing on complexity notions and Penrose’s analysis of endogenous innovation to drive a disequilibrium-oriented discussion of the capabilities required by firms in a PCP setting. Findings – Six inter-related elements of indirect capabilities are proposed and discussed: IT infrastructure; boundary management practices; contracting; interface artefacts; valuing others’ capabilities and relating direct to indirect capabilities. These are important in PCP settings and in other operations and supply settings characterised by complexity. Originality/value – This paper reconsiders the way complexity has been treated in the PCP literature, and develops an extended discussion of the notion of indirect capabilities. It potentially provides the basis for an operations and supply strategy more attuned to the demands of shifting inter-organizational networks.

KW - complexity

KW - PCP

KW - indirect capabilities

KW - Penrose

KW - networks

U2 - 10.1108/IJOPM-01-2011-0034

DO - 10.1108/IJOPM-01-2011-0034

M3 - Journal article

VL - 34

SP - 150

EP - 173

JO - International Journal of Operations and Production Management

JF - International Journal of Operations and Production Management

SN - 0144-3577

IS - 2

ER -