Đổi mới và chiến lược công ty phát triển trong sự nghiệp, và lọc và lựa chọn giữa các chế độ thay thế, hoặc kế hoạch, mở rộng và đa dạng hóa. Thật vậy, khả năng tổ chức của một công ty cung cấp một cấu trúc kinh doanh, và rất chủ quan, kế hoạch có thể được chia sẻ, đánh giá và thích nghi. | 80 Innovation and firm strategy developed in a career and filtering and selecting between alternative modes of or plans for expansion and diversification. Indeed a company s organizing capabilities provide a structure by which entrepreneurial and so subjective plans may be shared assessed and adapted. In these terms the problem that oil companies have in expanding their activities into deepwater and ultra-deepwater exploration and production involves matching established routines in decision analysis and other operations whether formalized into codified systems or not with the characteristics of new business. From Richardson s 1972 perspective the problem faced by companies in the upstream petroleum industry is coordinating dissimilar capabilities that are nevertheless highly complementary in the context of particular activities in this case offshore exploration and production. Richardson s capabilities are a little different from Chandler s in that Richardson seems to be focusing on discrete tasks such as geoscientists analysing seismic data or engineers designing exploration and production wells. Chandler s capabilities pertain to the organization itself and are involved in the coordinating process with respect to different corporate functions. Richardson s advice to company managers is that similar capabilities can be coordinated effectively within one organization but that different companies developing close working relations should coordinate dissimilar capabilities. The context of similarity is provided by an activity. As Langlois and Robertson 1995 have argued bottlenecks and anti-bottlenecks can be more effectively handled within organizations combining similar capabilities so for example specialist geoscience consultancies can develop business relations with many oil companies. Richardson s 1972 distinction between complementary activities that are either similar or dissimilar is of critical importance to understanding the capabilities approach as it .
