Ability-Based View in Action: A Software Corporation Study
| Autor | Farley Simon Nobre - David Walker - Michael Brown |
| Cargo | Universidade Federal do Paraná, PPGADM/UFPR - The University of Birmingham Business School - Birmingham City Business School |
Available online at
http://www.anpad.org.br/bar
BAR, Rio de Janeiro, v. 11, n. 2, art. 3,
pp. 164-187, Apr./June 2014
Ability-Based View in Action: A Software Corporation Study
Farley Simon Nobre
E-mail address: fsmnobre@gmail.com
Universidade Federal do Paraná – PPGADM/UFPR
DAGA/UFPR, Av. Pref. Lothario Meissner, 632, 80210-170, Curitiba, PR, Brazil.
David Walker
E-mail address: d.s.walker@bham.ac.uk
The University of Birmingham Business School
The University of Birmingham Business School, Edgbaston, Birmingham B15 2TT, UK.
Michael Brown
E-mail address: Mike.Brown@bcu.ac.uk
Birmingham City Business School
Birmingham City University, Perry Barr, Birmingham, B42 2SU, UK.
Received 2nd March 2013; received in revised form 11 August 2013 (this paper has been with the
authors for two revisions); accepted 4th October 2013; published online 1st April 2014.
Ability-Based View in Action 165
BAR, Rio de Janeiro, v. 11, n. 2, art. 3, pp. 164-187, Apr./June 2014 www.anpad.org.br/bar
Abstract
This research investigates antecedents, developments and consequences of dynamic capabilities in an
organization. It contributes by searching theoretical an d empirical answers to the questions: (a) What are the
antecedents which can provide an organization with dynamic and ordinary capabilities?; (b) How do these
antecedents contribute to create capabilities in an organization?; (c) How do they affect an organization’s
competitive advantage?; (d) Can we assess and measure the antecedents and consequences to an organization?
From a first (theoretical) perspective, this paper searches answers to the first, second and third questions by
reviewing concepts of an ability-based view of organizations that involves the abilities of cognition, intelligence,
autonomy, learning and knowledge management, and which contributes t o explain the dynamic behavior of the
firm in the pursuit of competitive advantage. From a second (empirical) perspective, this paper reinforces and
delivers findings to the second, third and fourth questions by pr esenting a case study that evidences the ability-
based view in action in a software corporation, where it contributes by in vestigating: (a) the development of
organizational capabilities; (b) the effects of the new capabilities on the organization; and (c) the assessment and
measurement of the abilities and consequences.
Key words: ability-based view; core competencies; dynamic capabilities; software capability maturity model.
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