Unpacking the Black Box of Modularity: Technologies, Products and Organizations

Brusoni, Stefano; Prencipe, Andrea

doi:10.1093/icc/10.1.179

Cited by 417 publications

(231 citation statements)

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“…This dilution enhances the acquisition of mutual knowledge that sustains the combination and co-development of capabilities, resources and activities of both customers and suppliers. The research confirmed the distinction between activity and knowledge boundaries as proposed by Brusoni and Prencipe (2001). Still, we went further.…”

Section: Discussionsupporting

confidence: 84%

“…In the latter case, since the customer is not able to produce the input, it buys the input as well as the knowledge embedded in it. Thus, as suggested by Brusoni and Prencipe (2001), firms may know more than they make. As inter-firm coordination of activities normally requires some degree of overlapping knowledge, activity boundaries tend to be narrower than knowledge boundaries (Richardson, 1972;Dubois, 1998).…”

Section: The Capabilities Approachmentioning

confidence: 98%

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Managing Value Co-Creation Through Interfaces with Suppliers

Roseira¹,

Brito

2014

IBR

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The growing specialization of firms and the reinforcement of vertical disintegration have led to an increasing reliance on purchasing and supply management. This means that an increasing proportion of value is created outside the boundaries of the firm, namely by suppliers. In this context, the paper aims to relate the configuration of the bonds companies establish with their suppliers to the process of value creation. On the basis of a case study approach, the paper furthers our understanding of buyer-supplier relationships as mechanisms for the coordination and development of capabilities on both sides of the dyad. Evidence was found that relationships affect not only the access and exploration of suppliers' resources, but also the perception the buying firm has about their capabilities which is likely to condition the potential for joint value creation. The main contribution of the paper is that co-creating value with suppliers is not a recipe. It is not the 'right' solution in all instances. Rather, value co-creation involving suppliers must be regarded as a strategic option which depends on several conditions. This research puts in evidence two of these conditions: suppliers' capabilities and the way the buyer-seller relationships are configured.

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Section: Discussionsupporting

confidence: 84%

Section: The Capabilities Approachmentioning

confidence: 98%

Managing Value Co-Creation Through Interfaces with Suppliers

Roseira¹,

Brito

2014

IBR

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“…Les freins internes sont principalement de deux ordres, relatifs à une inertie organisationnelle et à une incertitude sur les gains. Tout d'abord, le redéploiement des actifs existants au sein de l'entreprise n'est pas toujours possible et il peut rencontrer une certaine inertie interne vis-à-vis du changement (Chesbrough, 2010 ;Zott et Amit, 2010 (Brusoni et Prencipe, 2001). De ce fait, les platesformes constituent des objets de médiation permettant de réduire les coûts de développement et le « time to market ».…”

Section: L'innovation Ouverte Dans La Politique Des Pôles De Compétitunclassified

Innovation ouverte et évolution des business models dans les pôles de compétitivité : le rôle des intermédiaires dans la création variétale végétale

Leroux¹,

Paul²,

Plottu³

et al. 2014

rei

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“…As the risk review noted, there was a distinct possibility that the workers at the test site would not, 1 or could not, do what was required to produce a valid test of the technology. Equipment upgrades in the company had often meant job losses.…”

Section: Brokering -Bringing Communities Togethermentioning

confidence: 99%

“…Often, projects benefit from the integration of expertise from different specialisms [1,2], including potential users. In this article we demonstrate how a "communities of practice" perspective can help project managers to maximize the fruitfulness of the relationships that are crucial to knowledge exchange in complex projects.…”

Section: Introductionmentioning

confidence: 99%

Integrating communities of practice in technology development projects

Garrety

Robertson

Badham

2004

International Journal of Project Management

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Technology development projects usually benefit when knowledge and expertise are drawn from a variety of sources, including potential users. Orchestrating the involvement of people from disparate groups is a crucial task for project managers. It requires finding a balance between differentiation, when teams work in isolation, and integration, when groups come together to exchange knowledge. This article argues that a "community of practice" perspective can help project managers to achieve this balance, by drawing attention to the assumptions, interests, skills, and formal and tacit knowledge of the different groups involved. Successful integration can be achieved by ensuring that the developing technology is comprehensible to all the groups concerned, and making sure that it satisfies their various interests. AbstractDevelopment projects usually benefit when expertise is drawn from diverse sources, including potential users. Orchestrating the involvement of disparate groups requires finding a balance between differentiation, when teams work separately , and integration, when groups meet to exchange knowledge. This article argues that a "community of practice" perspective can help project managers achieve this balance, by drawing attention to the assumptions, interests, skills, and formal and tacit knowledge of the different groups involved. Using a case study as illustration, weshow that integration can be achieved by ensuring that the developing technology is comprehensible to all groups concerned, and that it satisfies their various interests.

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Unpacking the Black Box of Modularity: Technologies, Products and Organizations

Cited by 417 publications

References 0 publications

Managing Value Co-Creation Through Interfaces with Suppliers

Managing Value Co-Creation Through Interfaces with Suppliers

Innovation ouverte et évolution des business models dans les pôles de compétitivité : le rôle des intermédiaires dans la création variétale végétale

Integrating communities of practice in technology development projects

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