The DOI matches its Crossref record; 11 of the 11 references it cites were found in a registry or an index.
Do modular products lead to modular organizations?
Abstract
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 © 2006 John Wiley & Sons, Ltd.
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Cites
Toward a knowledge-based theory of the firm
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Discrete Choice Methods with Simulation
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Comparative Economic Organization: The Analysis of Discrete Structural Alternatives
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The Search-Transfer Problem: The Role of Weak Ties in Sharing Knowledge across Organization Subunits
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Stinchcombe, A. L. (2004) · Advances in Strategic Management · doi:10.1016/s0742-3322(00)17019-6 · Cited by 4,347
Design Rules: The Power of Modularity
Baldwin, C. Y., & Clark, K. B. (2000) · doi:10.7551/mitpress/2366.001.0001 · Cited by 3,504
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Are Firms Superior to Alliances and Markets? An Empirical Test of Cross-Border Knowledge Building
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The use of logit and probit models in strategic management research: Critical issues
Hoetker, G. (2007) · Strategic Management Journal · doi:10.1002/smj.582 · Cited by 1,519
Self-citationA knowledge-based theory of the firm—The problem-solving perspective
Nickerson, J. A., & Zenger, T. R. (2004) · Organization Science · doi:10.1287/orsc.1040.0093 · Cited by 1,342
Adner, R., & Kapoor, R. (2009) · SSRN Electronic Journal · doi:10.2139/ssrn.1353582 · Cited by 334
The mirroring hypothesis: theory, evidence, and exceptions
Colfer, L. J., & Baldwin, C. Y. (2016) · Industrial and Corporate Change · doi:10.1093/icc/dtw027 · Cited by 331
Alcácer, J., Cantwell, J., & Piscitello, L. (2016) · Journal of International Business Studies · doi:10.1057/jibs.2016.22 · Cited by 312
Metadata
- Authors
- Hoetker, G.
- Venue
- Strategic Management Journal
- Publisher
- Wiley
- Published
- 2006-04-18
- Volume
- 27
- Issue
- 6
- Pages
- 501-518
- ISSN
- 0143-2095 (ISSN-L)
- 1097-0266
- OpenAlex
- W2117650967
- Cited by
- 311
- References
- 11
- FWCI
- 37.92
- Type
- journal article
- Language
- en
- Open access
- closed
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Contains information from the Semantic Scholar Academic Graph Datasets, made available under the ODC Attribution License (ODC-BY 1.0).
Semantic Scholar’s data is described in: Kinney, R., et al. (2023). The Semantic Scholar Open Data Platform. arXiv:2301.10140.
