A complexity perspective of dynamic capabilities in enterprise project organizations

Abstract

Driven by the inherent tensions that exist within the ‘sense’, ‘seize’, ‘shift’, and ‘liaise’ paradigm of dynamic capabilities, we set out in this study to explore the interstices that exist between two key theoretical traditions—‘Complexity’ and ‘Dynamic capabilities’. We frame the study in the context of Small and Medium Enterprises (SMEs), particularly Micro Enterprises operating in the UK construction industry. Emergent themes were gleaned from the interview of 21 construction enterprise owner-managers based in Scotland and Northern Ireland. Findings suggest not only that SME owner-managers operating within the construction sector interpret their own role as pivotal to the success of the firm and that they assumed responsibility for identifying opportunities and operational threats to the business, but also that aspects of complexity were at play in the thinking and action implied by owner-managers when dealing with both internal and external tensions. Our main contribution is to propose a capabilities framework framed within a complexity lens that enhances the explanatory power of dynamic capabilities.

Keywords:

• Complexity
• dynamic capabilities
• adaptive tension
• SME
• owner-manager

Additional information

Notes on contributors

Ian Robson

Ian Robson is a professor of Strategic Management at the University of Dundee, Scotland. Ian’s field of expertise is critical discourse analysis within a theoretical context of governance, corporate responsibility, and business ethics. His current research and publication work is in the field of conflict at the business-society interface and corporate governance. In addition, he has investigated the nature of reflection in work-based learning, developing this into a model of reflexivity and learning in his forthcoming book ‘The Reflective Leader’. His research seeks to understand the complexities of framing action research and collaborating in organizational learning.

Udechukwu Ojiako

Udechukwu (Udi) Ojiako is a professor of Engineering Management at the University of Sharjah, United Arab Emirates. Udi currently serves as an Associate Editor of Production Planning & Control. He holds a Ph.D. in Project Management (from the University of Northumbria) and a Ph.D. in Business (from the University of Hull). He has also recently completed a third Ph.D. in Law, from Aberystwyth University. Udi is a qualified Barrister-at-Law (Honourable Society of the Middle Temple). Udi’s research interest is broad-spanning project management and its intersection with operations management and law.

Stuart Maguire

Stuart Maguire is an Honorary Lecturer at the Management School, University of Sheffield, UK. He obtained his Ph.D. in Systems from Lancaster University. He is a member of the British Academy of Management and the United Kingdom Systems Society. His articles have been accepted and published in journals, such as the International Journal of Services and Operations Management, Strategic Change, International Journal of Operations and Production Management, Industrial Management and Data Systems, and Production Planning and Control.