Immersing into the resource-based view (RBV) and dynamic capabilities theory (DCT), the chapter emphasizes the importance of resource´s endowment function to any project, such as: (i) criterious asset´s deployment; and (ii) capability´s selection. Those are seminal to the approval of the project´s proposal among other portfolio candidates. One explores different views within the RBV and Human Capital Theory around larger conceptions (e.g., abilities; assets; capabilities; core-competences; resources; or skills) and their connection to market value in the form of individual/group´s worth and organizational capabilities and their inherent firm-specific advantages (FSA) transposed to the context of functional or ad hoc project teams. Seminal dynamic capabilities (DC) are brought to the light in the context of a business environment analysis project (BEAP), as the coordination; knowledge-utilization; or learning capability.
TopResources And Assets: Ownership, Endowment And Deployment
Indeed, the design and planning phases of a project (i.e. BEAP) are invariably anchored upon the organizational capabilities apportioned to the project´s universe. The same happens also with the execution phase. To understand what a project´s scope entails, or what is required to; where the means are; and, how to divert them into the project, can be summarized in many times into large needs of multiple types of knowledge and different skills. Thus, one is required to hold a varied set of competences to ultimately deliver a strong project´s candidature.
According to some scholars as, Miner (2000) or Timmons and Spinelli (2004) there are four (4) major types of entrepreneurial skills required for being a business venture creator, as follows: to be an Expert Idea-Generator; a Personal Achiever; a Real Manager; and, an Empathetic Supersalesperson (Abrantes, 2018; Vega and Kidwell, 2007). This framework includes the context of the spin-offs of a business venture conceived inside of the organization (also known as intraprise) and moreover, the projects designed without triggering any intraprise but aiming to diversify existing portfolios (i.e. business units; programmes; and projects) by modifying product categories, processes and models, and adding a layer of innovativeness to the organization.
An idea-generator surely recognizes at an initial stage (i.e. project design) the need for a best use of his/her communication skills, such as, the ability to exert influence and move others to action, and so, build a coalition of expertise and interests. In other words, inspire its peers and/or business partners and attract them to actively (and loudly) advocate it and moreover participate therein by donating its time and skills. This involves definitely being able to identify Sales Champions and to nominate representatives and spokesmen which on the project´s behalf may spread its influence and diminish the friction of conflictual views/stances or opposition.