Modular Strategies: B2b Technology and Architectural Knowledge

Interfirm Strategic Information Flows in Logistics Supply Chain Relationships

“…We suggest that flows of strategic information between partners represent the exchange of complementary strategic resources, that this exchange is characterized by time compression diseconomies and is facilitated by asset interconnectedness between partners, and that these complementary strategic resources generate relational rents. Buyer dependence makes the supplier indispensable to the buyer (Richard and Devinney 2005). Additionally, when a buyer sources a significant amount of its logistics requirements from a vendor, it needs to be able to combine vendor resources and capabilities effectively with its own.…”

“…Supply chain vendors have introduced business-to-business (B2B) information technology solutions (Klein 2007;Richard and Devinney 2005) to support buyer relationships (Malhotra et al 2005;Straub 2004) that range from transactional exchanges to collaborative partnerships (Dwyer et al 1987). Focusing on collaborative partnerships, the relational view of the firm (Dyer and Singh 1998) posits that participants generate relational rents through such value-adding initiatives as information exchanges across firms.…”

“…Indeed, IT plays an instrumental role in logistics relationships, as the information shared between partners shapes how relationships are maintained and developed (Jayachandran et al 2005). While the differences in the opportunities to share information as relationships transition from transactional to collaborative have been discussed (Richard and Devinney 2005), there has been scant scholarly attention on the outcomes of sharing private, strategic information and on the appropriation of gains by buyers and suppliers. Furthermore, the relational and technological context that promotes such information sharing requires further examination since safeguarding against opportunism presents a major challenge .…”

Principal investigators as scientific entrepreneurs

“…The production of multidisciplinary knowledge is not the aim -rather the focus is on creating modular platforms within which different elements can be integrated (Baldwin et al, 1997;Joly et al, 1996;Langlois, 2000;Richard et al, 2005). Collaborative practices are anticipated and built up, so scholars must make strategic decisions about with whom they should ally:"There are similar ideas which are complementary and which should be brought together, otherwise we will have projects within projects…"Networks are at the heart of such collaborations, informing both the interactions involved in the projects in hand, and extending beyond them.…”

Organization versus Space: The Paradoxical Geographies of the Digital Economy

“…The digital economy is subordinate to an organizational trend whose geographic consequences are fundamental. Information technology enables the vertical disintegration or 'unbundling' of value chains, which become the building and the final assembly of standardized modules (Richard and Devinney 2005). These modules are no longer only material pieces, such as notebook PCs or aircraft parts, but also comprise non-material goods and services, such as processor testing, customer relationship management, and telecommunications services.…”