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    Syracuse University, School of Information Studies, Syracuse, NY, USA

    A Process Theory of Competency Rallying in Engineering Projects

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    words) Firms face an environment changing at an increasingly rapid pace. Market opportunities in particular can arise and disappear in a short time. Unfortunately, the speed with which organizations can adapt their strategies and competencies to meet these opportunities remains limited. We argue that firms can address these individual limitations by cooperating with others for access to market opportunities and needed competencies. In this paper, we present a process theory of how a network of firms can reliably engineering and deliver products in the face of rapid market changes. In this theory, the success of the network is predicated on 1) identification and development of competencies, 2) identification and facing of market opportunities, 3) marshalling of competencies and 4) a short-term cooperative effort. Our theory is based on the experiences of Virtual Factory, an organized network for regional cooperation in the manufacturing industry. 3 Index terms Virtual organization Virtual Factory project Virtual Factory project Core competencies Resource-based view of the firm Competency rallying Market-facing Dynamic capabilities? Concurrent engineering? 4 opportunities in particular can arise and disappear again in a short time. However, the speed with which organizations can adapt to changes remains limited. We refer to this situation, where the environment changes more rapidly than organizations can adapt, as a "turbulent environment". Turbulent environments re-pose two central questions addressed by theories of the firm: How does the firm behave in its market? and How is work organized? In stable environments, the answers provided to these questions distinguish two broad types of theories of the firm. In the first type of theory---an outside-in perspective--...

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    Title : A Process Theory of Competency Rallying in Engineering Projects
    Abstract : words) Firms face an environment changing at an increasingly rapid pace. Market opportunities in particular can arise and disappear in a short time. Unfortunately, the speed with which organizations can adapt their strategies and competencies to meet these opportunities remains limited. We argue that firms can address these individual limitations by cooperating with others for access to market opportunities and needed competencies. In this paper, we present a process theory of how a network of firms can reliably engineering and deliver products in the face of rapid market changes. In this theory, the success of the network is predicated on 1) identification and development of competencies, 2) identification and facing of market opportunities, 3) marshalling of competencies and 4) a short-term cooperative effort. Our theory is based on the experiences of Virtual Factory, an organized network for regional cooperation in the manufacturing industry. 3 Index terms Virtual organization Virtual Factory project Virtual Factory project Core competencies Resource-based view of the firm Competency rallying Market-facing Dynamic capabilities? Concurrent engineering? 4 opportunities in particular can arise and disappear again in a short time. However, the speed with which organizations can adapt to changes remains limited. We refer to this situation, where the environment changes more rapidly than organizations can adapt, as a "turbulent environment". Turbulent environments re-pose two central questions addressed by theories of the firm: How does the firm behave in its market? and How is work organized? In stable environments, the answers provided to these questions distinguish two broad types of theories of the firm. In the first type of theory---an outside-in perspective--...
    Subject : unspecified
    Area : Social Sciences
    Language : English
    Affiliations
    Url : http://crowston.syr.edu/papers/virtual-short.pdf
    Doi : 10.1.1.16.7047

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