liu.seSearch for publications in DiVA
Change search
CiteExportLink to record
Permanent link

Direct link
Cite
Citation style
  • apa
  • harvard1
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • oxford
  • Other style
More styles
Language
  • de-DE
  • en-GB
  • en-US
  • fi-FI
  • nn-NO
  • nn-NB
  • sv-SE
  • Other locale
More languages
Output format
  • html
  • text
  • asciidoc
  • rtf
Strategy and Capabilities in the P-form Corporation: Linking Strategic Direction to Organizational Capabilities
Linköping University, Department of Management and Engineering, Business Administration. Linköping University, Faculty of Arts and Sciences. (KITE)
Linköping University, Department of Management and Engineering, Business Administration. Linköping University, Faculty of Arts and Sciences. (KITE)
2011 (English)In: Advances in Strategic Management, ISSN 0742-3322, Vol. 28, 235-262 p.Article in journal (Refereed) Published
Abstract [en]

There has been a growing interest in the field of strategic management to understand the relationship between the organizational capabilities of firms and (a) the direction of strategies pursued and (b) the impact on competitive performance. Much of this literature has been influenced by the resource-based view of the firm. As indicated in early formulations of this theory, one implication is that the organization of resources is equally important as the resources themselves. Accordingly, the organizational and integration of resources and knowledge can be viewed as a core facet of the organizational capabilities of firms that are difficult to imitate for competitors. This paper explores a particular kind of organization referred to as the ‘‘P-form corporation’’ (Project-Form), its organizational capabilities and options for strategic alternatives. The chapter addresses three broad questions: (1) What are the main characteristics of P-form corporations? (2) What are the capabilities acquired and developed by P-form corporations and how are these acquired? (3) How do these capabilities vary across different strategic alternatives in the P-form corporation? The chapter concludes with a discussion about the implications for strategy and management.

Place, publisher, year, edition, pages
Emerald Group Publishing Limited, 2011. Vol. 28, 235-262 p.
National Category
Business Administration
Identifiers
URN: urn:nbn:se:liu:diva-97571DOI: 10.1108/S0742-3322(2011)0000028013ISI: 000306022800010OAI: oai:DiVA.org:liu-97571DiVA: diva2:648919
Available from: 2013-09-17 Created: 2013-09-17 Last updated: 2017-12-06

Open Access in DiVA

No full text

Other links

Publisher's full text

Authority records BETA

Söderlund, JonasTell, Fredrik

Search in DiVA

By author/editor
Söderlund, JonasTell, Fredrik
By organisation
Business AdministrationFaculty of Arts and Sciences
In the same journal
Advances in Strategic Management
Business Administration

Search outside of DiVA

GoogleGoogle Scholar

doi
urn-nbn

Altmetric score

doi
urn-nbn
Total: 153 hits
CiteExportLink to record
Permanent link

Direct link
Cite
Citation style
  • apa
  • harvard1
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • oxford
  • Other style
More styles
Language
  • de-DE
  • en-GB
  • en-US
  • fi-FI
  • nn-NO
  • nn-NB
  • sv-SE
  • Other locale
More languages
Output format
  • html
  • text
  • asciidoc
  • rtf