In‐House Globalization: The Role of Globally Distributed Design and Product Architecture on Product Development Performance

Gokpinar, Bilal; Hopp, Wallace J.; Iravani, Seyed M. R.

doi:10.1111/poms.12079

Cited by 23 publications

(29 citation statements)

References 67 publications

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“…A large number of articles have probed more deeply into particular sources of gaps, especially with (2013), Gokpinar et al (2013) How should interfaces be drawn between tasks? Langlois and Robertson (1992), Liker et al (1996b) Baldwin and Clark (2000), Ford and Sobek (2005) (2008) described the problems created when lead organizations offshore automotive engineering work to India, where Indian engineers generally have less personal experience with cars; without a basis in personal experience to create shared understanding, more work must be done to clarify expectations and use cases.…”

Section: Challenges and Costs Of Integrationmentioning

confidence: 99%

Integration of Global Knowledge Networks

Anderson

Parker

2013

Production and Operations Management

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This article surveys the literature and develops a framework for research into the integration of distributed knowledge work (DKW). Knowledge work is considered to be “distributed” whenever key decisions for execution of the project cut across organizational boundaries, as occurs under outsourcing, offshoring, or open‐source arrangements. The growth of such arrangements in recent years is well documented. Nonetheless, research into maintaining the coherence of a DKW project from initiation to customer delivery, often referred to as supply chain integration, project or systems integration, or simply “integration,” is relatively new. We first review the relevant literature from operations, service, and information management, organizational theory, and engineering design, focusing on the key decisions identified by this literature in relation to the contracting, organization, work, and information infrastructure design of a knowledge work project. We then attempt to open the “black box” of integration by inductively organizing these key decisions. Finally, we contrast this approach with prior research frameworks and identify key topics for future study.

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Section: Challenges and Costs Of Integrationmentioning

confidence: 99%

Integration of Global Knowledge Networks

Anderson

Parker

2013

Production and Operations Management

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“…This oversight is surprising when one considers that business operations often rely on some form of employee mobility. For instance, modern R&D organisations frequently work on globally distributed projects (see, e.g., Gokpinar et al 2013 andMishra andSinha 2016), where site visits from developers play a pivotal role in complementing digital collaboration (Hinds and Cramton 2014). Employee mobility is also required by supply chain practices that span firm boundaries, such as supplier involvement and development (Clark 1989, Krause et al 2007, Agrawal et al 2014, vendor-managed inventory (Çetinkaya andWhang 2000), and quality audits or inspections of suppliers (Babich andTang 2012, Chen andLee 2017).…”

Section: Limitations and Future Researchmentioning

confidence: 99%

Sparking Manufacturing Innovation: How Temporary Interplant Assignments Increase Employee Idea Values

2021

Self Cite

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Shop-floor employees play a key role in manufacturing innovation. In some companies, up to 75% of all productivity gains are the result of bottom-up employee ideas. In this paper, we examine how employee interplant assignments—short problem-solving jobs at other manufacturing plants within the same firm—influence employee-driven manufacturing innovation. Using unique idea-level data from a large European car parts manufacturer, we show that interplant assignments significantly increase the value of employees’ improvement ideas due to the short-term transfer of production knowledge and long-term employee learning. Both effects are amplified by assignments to plants that have high functional overlap (i.e., plants producing similar products using similar processes and machinery). One implication is that, for the purpose of employee-driven manufacturing innovation, assignments between peripheral plants with high functional overlap can be more effective than assignments to and from central plants. These findings are robust to several econometric tests. Our study provides novel and detailed empirical evidence of manufacturing innovation, and goes beyond previous research on the learning curve (learning by doing) by investigating how interplant assignments affect the value of employees’ improvement ideas (learning by moving). This paper was accepted by Charles J. Corbett, operations management.

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“…Likewise, other studies (Argyres, ; Takeishi and Fujimoto, ; Hoetker et al, ) maintain that standardized interfaces (high PM) diminish the concern for the quality of the sourced items since buyers do not need to monitor the production processes of their suppliers closely (high OM). Similarly, whereas the distributed work within organizations (high OM) increase the product errors arising from subsystems having many interdependencies (low PM), the subsystems having a few interdependencies are much less vulnerable (Gokpinar et al, ).…”

Section: Different Views On the Mirroring Hypothesismentioning

confidence: 99%

“…In addition to the papers advocating the pair ‘high PM‐high OM’, there are also papers explaining why low PM drives low OM. First, the intense interdependencies among the components of a product (low PM) increase the coordination efforts that are needed to maximize the synergy between components and minimize product errors (low OM) (Gokpinar et al, ). Moreover, a new integral product architecture (low PM) may cause a shift towards coupled supply chains and industries (low OM).…”

Section: Different Views On the Mirroring Hypothesismentioning

confidence: 99%

Product and Organizational Modularity: A Contingent View of the Mirroring Hypothesis

Sorkun

Furlan

2016

European Management Review

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This study aims to advance a contingent view of the mirroring hypothesis, focusing on the causal effect of product modularity on organizational modularity. It compares the group of papers (‘orthodox’) that confirms the mirroring hypothesis with the group of papers (‘critique’) that assumes a critical position. The citation network analysis performed on the ‘critique’ group searches for contingent factors that explain under which circumstances the mirroring hypothesis does not hold. Results show that the mirroring hypothesis is contingent on a set of six distinct, although interdependent, factors: (i) component technological change and diversity; (ii) innovativeness of product architecture; (iii) complexity of product architecture; (iv) capability dispersion along the supply network; (v) rivalry among leading firms & among suppliers; and (vi) logistics costs. This study discusses each contingent factor in turn, highlighting theories or approaches that ought to be used in conjunction (not in contrast) with the modularity theory to explain the boundaries of firms and industries. A contingent view of the mirroring hypothesis reconciles the two opposite views on the mirroring hypothesis, enhances its ramifications into the theory of the firm, and gives insights to practitioners.

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In‐House Globalization: The Role of Globally Distributed Design and Product Architecture on Product Development Performance

Cited by 23 publications

References 67 publications

Integration of Global Knowledge Networks

Integration of Global Knowledge Networks

Sparking Manufacturing Innovation: How Temporary Interplant Assignments Increase Employee Idea Values

Product and Organizational Modularity: A Contingent View of the Mirroring Hypothesis

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