Strategy and Capabilities in the P-form Corporation
Jonas Söderlund / Fredrik Tell
This paper explores a particular kind of organization referred to as the P-form corporation (Project-Form), its managerial challenges, and core competencies, and options for strategic alternatives. The paper addresses three broad questions: (1) What are P-form organizations and how do they look like? In that respect, this paper explores the contingencies and characteristics of P-form organization. (2) What are the capabilities required and how are these acquired? (3) How do these capabilities vary across different strategic alternatives in the P-form corporation? The paper concludes with a discussion about the implications for strategy and management.