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Exploring how complex solution-based capabilities (CSC) are developed and integrated in engineering companies

Zhang, L and Akwei, CA and Zhang, Y (2016) Exploring how complex solution-based capabilities (CSC) are developed and integrated in engineering companies. Production Planning and Control, 27 (9). pp. 727-739. ISSN 1366-5871

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Exploring how complex solution-based capabilities (CSC) are developed amd integrated in engineering companies.pdf - Accepted Version
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Abstract

This paper explores how engineering companies develop and integrate solution-based capabilities for complex ‘one-off’ or small-batch production. Although there is extant literature on developing a standalone service, product and process capabilities, an integrated solution-based capability for effective execution of complex ‘design-build’ projects is currently underdeveloped. For such firms to be successful in delivering complex solutions, there is the need for organisational structured routines and processes which we conceptualise as complex solution-based capabilities (CSC). The study was based on a multiple case study using in-depth semi-structured interviews with managers and engineers. Primary data collected were complemented by documentary evidence, for triangulation and validity. The data were analysed using thematic analysis to develop a framework of CSC. The findings show that the case study companies have developed and integrated CSC through organisational routines and processes of make-to-concept approach, value creation, and strategic coordination. Implications and future research are discussed.

Item Type: Article
Additional Information: This is an Accepted Manuscript of an article published by Taylor & Francis in Production Planning and Control on 11/04/2016, available online: http://dx.doi.org/10.1080/09537287.2016.1166281
Uncontrolled Keywords: MD Multidisciplinary
Subjects: H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management
T Technology > TA Engineering (General). Civil engineering (General)
Divisions: Liverpool Business School
Publisher: Taylor & Francis
Date Deposited: 30 Mar 2016 13:33
Last Modified: 09 Aug 2016 11:07
DOI or Identification number: 10.1080/09537287.2016.1166281
URI: http://researchonline.ljmu.ac.uk/id/eprint/3354

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