Exploring how complex solution-based capabilities (CSC) are developed and integrated in engineering companies

Research output: Contribution to journalArticlepeer-review


External organisations

  • Liverpool John Moore Univ


This paper explores how incumbent engineering companies develop solution-based capabilities for the effective and efficient planning and control of complex project activities. It examines the system, program and network that integrates production and innovation functions. It aims to propose key 'practical' elements that are evident in the innovation capability literature. Although there are studies in developing capabilities for product and process innovation, there is a need for more research into the development of complex solution-focused capabilities.
Based on case studies this paper makes two contributions in this area. First, it examines organisational elements that engender and enable creative and risk-taking activities in the project process of developing and implementing complex bespoke products and services systems (PSS). Second, it provides empirical insights on how key integrative elements function in order for the companies to develop, nurture and benefit from a complex solution capability. The findings suggest that these 'practical' elements are dynamic and company specific and therefore have a mixed impact on developing and sustaining company's capability for innovation.


Original languageEnglish
JournalProduction Planning & Control: The Management of Operations
Early online date11 Apr 2016
Publication statusE-pub ahead of print - 11 Apr 2016


  • solution capability, make-to-concept, complex engineering systems, value creation