Academy of Management Review · 2006 · 325 citations · 90 references
ManagementInnovation ManagementStrategic ManagementDesign TheoryInnovationProduct DesignInnovation CapabilityModular OrganizationProduct ConfigurationProduct DevelopmentLong-term PerformanceModular DesignModular InnovationModularityModularity In DesignModularity StrategyModularization StrategyProduct Architecture
Modular design practices illuminate how product architecture, imitation, and dynamic capabilities interrelate to sustain long‑term performance. The study proposes that simplified links between design and performance in closed product systems facilitate imitation. By reducing complexity, modularity drives the development of dynamic capabilities, enabling faster and more reliable searches for incremental and radical innovations, with the scope and timing of the strategy shaping this process. The scope and timing of a firm’s modular strategy determine the development of these capabilities, which are essential for sustaining modular performance advantages.
Modular design practices provide a lens on the link among product architecture, imitation, and the dynamic capabilities that sustain long-term performance. Looking at closed product systems, we propose that simplified links between design and performance outcomes in modular environments facilitate imitation. The same reduction in complexity drives development of dynamic capabilities. These take the form of more rapid and reliable search processes for incremental and radical innovations. The scope and timing of a firm's modular strategy influence the development of these capabilities, which are critical to sustainable modular performance advantages.
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