2.4 Gaps In The Concept Of Dynamic Capabilities For Petrobras

2.4 Gaps in the concept of dynamic capabilities leading to the research question

The concept of dynamic capabilities, as discussed above, is sleek and attractive. However, the association of dynamic capabilities only with routines is questionable, as Teece (2012) has briefly commented concerning the entrepreneurial action. It is reasonable to assume that routines or processes are the codification of a former knowledge. However, having a bunch of routines or processes does not mean that the company is able to gain more competitiveness. The main issue is the creation of new knowledge and capabilities that leads to new value creation or capture, not the stock of the existing ones. Routines can be considered as a coded knowledge; yet, there are other forms of knowledge, and knowledge coded outside routines (technical sheets, design memories, etc.). Nonaka (1991) points out the coding of tacit skills (knowledge) into explicit one. Jensen et al. (2007),
After a previous analysis, a Petrobras’ group contact the company to an in-depth evaluation. A score is attributed to the company, and calls for contracts request for companies with specific scorers. One of the key points is the ability of the company to evolve. Salerno, Freitas and Missawa (2011) have highlighted that companies anticipate Petrobras’ requirements by proposing new software, new methodologies in order to be better positioned in a bid.

In that sense, taking into account dynamic capabilities approaches by Teece and Pisano (1994), Eisenhardt and Martin (2000), and Zollo and Winter (2002) discussed in the beginning of the theoretical framework (item 2), we can say that cases of engineering services providers for Petrobras are adequate to discuss the formation of dynamic capabilities and its