Organisational capabilities and learning in complex product systems: towards repeatable solutions

By Andrew Davies, Tim Brady. 2000

726 citations recorded by the source corpus.

Subfields: Management Science and Operations Research, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/f3031f5c9ac1e327bbbfdee91cbbc9535c2a9779

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Management Science and Operations Research

1. Andrew Davies
2. Tim Brady
3. S. Manning
4. Achim Hecker
5. Michael Jones
6. Irit Alony
7. J. Sydow
8. R. DeFillippi

In Strategy and Management

1. Tim Brady
2. Andrew Davies
3. S. Manning
4. Achim Hecker
5. Michael Jones
6. Irit Alony
7. J. Sydow
8. R. DeFillippi

Citations in the corpus

• Project Networks: Governance Choices and Paradoxical Tensions (2016, background): “Standardizing policies provide economies of repetition and repeatable solutions (Davies & Brady, 2000).”
• Explicating the dynamics of project capabilities (2016, methodology): “Origins, nature and scope of project capabilities The concept of project capabilities was originally devised to understand how projectbased firms in the late 1990s moved strategically into the provision of innovative bundles of products and services for their customers (Davies and Brady, 2000; Davie”
• Learning in Projects, Remembering in Networks? (2004, background): “Project organizing in this ecology is geared towards moving from the singular one-off venture to repeatable solutions (see also Davies and Brady, 2000; Brady and Davies, 2003).”
• The project-oriented organization and its contribution to innovation (2018, background): “Capturing and sharing lessons learned from projects has been discussed as appropriate practice to enable the continuous creation of organizational capabilities (Davies and Brady, 2000; Von Zedtwitz, 2002) and to realize increased average project performance in the future (Newell and Edelman, 2008).”
• Building Project Capabilities: From Exploratory to Exploitative Learning (2004, background): “…Publications (London, Thousand Oaks, CA & New Delhi) www.egosnet.org/os DOI: 10.1177/0170840604048002 Tim Brady University of Brighton, UK Andrew Davies University of Sussex, UK with internal or external customers, develop bids or offers, and set up and implement projects (Davies and Brady 2000).”
• Servitization and deservitization: Overview, concepts, and definitions (2017, neutral): “In many cases, solutions are based on high-technology and high-value goods or complex product systems (CoPS) (Davies & Brady, 2000); the practices of “systems selling” (Mattsson, 1973) and “solutions selling” (Doster & Roegner, 2000) are examples of using such offerings to drive change.”
• Lock-in and path dependence: an evolutionary approach to eco-innovations (2014, background): “Individual agents use routines to economize on cognitive resources and to make up for their bounded rationality (Becker et al. 2005; Sinclair-Desgagné and Soubeyran 2000; Davies and Brady 2000).”
• Projects, paths, and practices: sustaining and leveraging project-based relationships (2011, background): “This is because, facing high uncertainty, project partners aim for ‘economies of repetition and recombination’ by exploiting existing resources and capabilities (Davies & Brady, 2000; Grabher, 2002; Brady & Davies, 2004; Lavie & Rosenkopf, 2006; Kogut & Zander, 1992).”
• Guiding the use of Grounded Theory in Doctoral studies – an example from the Australian film industry (2011, methodology): “This method has been selected in favor of the Straussian School primarily as a result of the Glaserian method maintaining a focus on its more pure origins and due to its more emergent nature over the more prescriptive edicts of the Straussian style (Stern, 1994).”
• Last among equals: a comparison of innovation in construction, services and manufacturing in the UK (2005, background): “The episodic nature of activities limits opportunity for the development of ‘economies of repeatability’ (Davies and Brady, 2000 ).”
• Knowledge Beyond the Individual? Making Sense of a Notion of Collective Knowledge in Organization Theory (2012, background): “One source of such shared knowledge is common experience by the members of the bidding team, as for instance gained through former bid preparation activities (e.g., Brady & Davies, 2004; Cacciatori, 2008; Davies & Brady, 2000).”