Toward Understanding The Capability Cycle Of Software Process Improvement: A Case Study of a Software Service Company

摘要

(i.e., capability to strategize, capability to be flexible, and capability to integrate and engender trust) were built up during the first two phases (i.e., establishing direction and implementing SPI). Development of each capability was accomplished through some actions with the support of various resources. After development, capabilities can evolve over time (Zollo and Winter 2002). Two capabilities (capability to strategize and capability of integrate and engender trust) were maintained through regular exercise, which helps to refresh the company's memory and facilitate the creation of embedded knowledge. Besides being maintained, capabilities may also branch into different forms when external factors have a strong impact to alter the current development trajectory (Helfat and Peteraf 2003). At SGSC, ownership transfer resulted in a dramatic change in terms of external relationships and internal structure. With changes in the supporting resources, capabilities built up in previous phases were further transformed into different branches. Capability to be flexible was renewed because of better communication and sharing resources with external partners. Capability to strategize was also renewed after obtaining a long-term view from the new parent company. Figure 2 summarizes the life cycle of three capabilities in this study. By integrating theoretical perspective with empirical evidence, this paper contributes to both researchers and practitioners. For researchers, it constitutes one of the first empirical studies to extend Helfat and Peteraf s general framework of the capability life cycle by demonstrating how capabilities can be transformed through altered resources over time. Moreover, this study advances the SPI literature by suggesting a conceptual framework for SPI implementation in a small-scale, service-oriented company. Practically, this study provides invaluable suggestions to managers on how firms can successfully implement SPI strategy when facing dramatic changes in the external environment or internal structure.