Petrobras Case Study
4 Discussion
All cases, without exception, showed a great concern for meeting Petrobras’ demands. In all of them, it was possible to identify the following features: increase in the physical infrastructure of the company; increase in the use of engineering experts; aggregation of new competences that had previously been contracted externally; increase in capability-building dedicated to software with 3D modelling; the building of expert teams for Petrobras’ projects; increase in the creation of administrative and operational routines; and the formation of alliances with other companies due to the visibility afforded by participating in Petrobras' projects.
Such features implied an increase in dynamic capabilities the companies analysed. …show more content…
(2007). DUI is based on experience; in the cases, it can be found in the exchange of experiences between the most experienced professionals and the less experienced professionals during each project. The perceived form of learning was ‘deliberate’ (Mintzberg and Lampel, 1999), i.e., planned and formulated by leaders in light of the inductive role of Petrobras. Based on Scarbrough et al. (2004), it is possible to state that large part of learning occurs through the projects created for Petrobras because it was possible to identify connections between intra-project learning and the transfer of learned knowledge to the organization, thus promoting the integration of …show more content…
Specifically, routines that ended in engineering software, developed internally by the company, proved to be fundamental to the increase in the capability of the surveyed engineering services companies. This increase gives rise to an important issue, which could be a topic of further study: dynamic capability is related to central routines in the qualification for and the winning of contracts, but it could have little relationship with other routines. For example, in the cases presented herein, competence in software and the development of a company’s own engineering software were both qualifying and procurement-gaining factors, but the same cannot be said of accounting routines and other procedures external to the focus of the contract. Therefore, we propose that dynamic capabilities are linked only to certain types of routine; in engineering and innovation activities, in established companies, there is no sense in considering dynamic capabilities linked to routines in general. Accounting, human resources codified procedures (e.g., payments procedures), some acquisitions, some sales, among others, can hardly be linked to dynamic
All cases, without exception, showed a great concern for meeting Petrobras’ demands. In all of them, it was possible to identify the following features: increase in the physical infrastructure of the company; increase in the use of engineering experts; aggregation of new competences that had previously been contracted externally; increase in capability-building dedicated to software with 3D modelling; the building of expert teams for Petrobras’ projects; increase in the creation of administrative and operational routines; and the formation of alliances with other companies due to the visibility afforded by participating in Petrobras' projects.
Such features implied an increase in dynamic capabilities the companies analysed. …show more content…
(2007). DUI is based on experience; in the cases, it can be found in the exchange of experiences between the most experienced professionals and the less experienced professionals during each project. The perceived form of learning was ‘deliberate’ (Mintzberg and Lampel, 1999), i.e., planned and formulated by leaders in light of the inductive role of Petrobras. Based on Scarbrough et al. (2004), it is possible to state that large part of learning occurs through the projects created for Petrobras because it was possible to identify connections between intra-project learning and the transfer of learned knowledge to the organization, thus promoting the integration of …show more content…
Specifically, routines that ended in engineering software, developed internally by the company, proved to be fundamental to the increase in the capability of the surveyed engineering services companies. This increase gives rise to an important issue, which could be a topic of further study: dynamic capability is related to central routines in the qualification for and the winning of contracts, but it could have little relationship with other routines. For example, in the cases presented herein, competence in software and the development of a company’s own engineering software were both qualifying and procurement-gaining factors, but the same cannot be said of accounting routines and other procedures external to the focus of the contract. Therefore, we propose that dynamic capabilities are linked only to certain types of routine; in engineering and innovation activities, in established companies, there is no sense in considering dynamic capabilities linked to routines in general. Accounting, human resources codified procedures (e.g., payments procedures), some acquisitions, some sales, among others, can hardly be linked to dynamic