Do modular products lead to modular organizations?

• 成果类型: Article
• 署名作者: Hoetker, Glenn
• 署名单位: University of Illinois System; University of Illinois Urbana-Champaign
• 刊物名称: STRATEGIC MANAGEMENT JOURNAL
• ISSN/ISSBN: 0143-2095
• DOI: 10.1002/smj.528
• 发表日期: 2006
• 页码: 501-518
• 关键词: modularity; BUYER-SUPPLIER RELATIONSHIPS; knowledge-based theory of the firm; TRANSACTION COST ECONOMICS; management of innovation

摘要

The tacit assumption that increased product modularity is associated with advantageous increases in organizational modularity, underlies much of the literature on modularity. Previous empirical investigations of this assumption, few in number, have faced numerous confounding factors and generated conflicting results. I build a causal model for the relationship between product and organizational modularity, which I test using a distinctive empirical setting that controls for confounding factors present in previous studies. I find support for only part of the assumed relationship, showing that modularity is a more multifaceted concept than previously recognized. In particular, increased product modularity enhances reconfigurability of organizations more quickly than it allows firms to move activities out of hierarchy. The paper contributes to the emerging stream of research that focuses on the previously underappreciated costs of designing and maintaining a modular organization. Copyright (c) 2006 John Wiley & Sons, Ltd.