The dynamics of implementing and managing modularity of organizational routines during capability development: Insights from a process model

IEEE Transactions on Engineering Management

Volumn 54, Issue 4, 2007, Pages 800-813

  Pan, Shan L ^a   Pan, Gary ^b   Chen, Adela J W ^c   Hsieh, Ming H ^d  

^a NATIONAL UNIVERSITY OF SINGAPORE   (Singapore)

^b SINGAPORE MANAGEMENT UNIVERSITY   (Singapore)

^c UNIVERSITY OF GEORGIA   (United States)

^d NATIONAL TAIWAN UNIVERSITY   (Taiwan)

Author keywords

Adaptive systems; Capability development; Case study; Modularity; Organizational aspects; Routine; Strategic planning

Indexed keywords

COST ACCOUNTING; FILE ORGANIZATION; MATHEMATICAL MODELS; PROCESS DESIGN; SCHEDULING; STRATEGIC PLANNING;

CAPABILITY DEVELOPMENT; ORGANIZATIONAL ASPECTS; PROCESS MODEL;

ENTERPRISE RESOURCE MANAGEMENT;

EID: 36248995836     PISSN: 00189391     EISSN: None     Source Type: Journal    
DOI: 10.1109/TEM.2007.906854     Document Type: Article

References (53)

1. M. Adria and S. D. Chowdhury, "Centralization as a design consideration for the management of call centers," Inf. Manage., vol. 41, pp. 497-507, 2004.
2. C. Alexander, Notes on the Synthesis of Form. Cambridge, MA: Harvard Univ. Press, 1964.
3. R. Amit and P. Schoemaker, "Strategic assets and organizational rent," Strategic Manage. J., vol. 14, pp. 33-46, 1993.
4. P. Attewell, "Technology diffusion and organizational learning: The case of business computing," Org. Sci., vol. 3, no. 1, pp. 1-19, 1992.
5. J. B. Barney, "Firm resources and sustained competitive advantage," J. Manage., vol. 17, pp. 99-120, 1991.
6. J. Bowen and R. C. Ford, "Managing service organizations: Does having a 'thing' make a difference?," J. Manage., vol. 28, no. 3, pp. 447-469, 2002.
7. D. Buchanan, D. Boddy, and J. McCalman, "Getting in, getting on, getting out, and getting back," in Doing Research in Organizations A. Bryman, Ed. London, U.K.: Routledge, 1994, pp. 53-67.
8. B. Cleveland and J. Minnucci, "Developing the e-enabled call center: A strategic perspective," Bus. Commun. Rev., vol. 30, no. 6, pp. 44-50, Jun. 2000.
9. M. Cusumano and K. Nobeoka, Thinking Beyond Lean. New York: Free Press, 1998.
10. A. Edmondson, R. Bohmer, and G. Pisano, "Disrupted routines: Team learning and new technology implementation in hospitals," Admin. Sci. Quart., vol. 46, pp. 685-716, 2001.
11. A. Edmondson and B. Moingeon, "When to learn how and when to learn why: Appropriate organizational learning processes as a source of competitive advantage," in Organizational Learning and Competitive Advantage, B. Moingeon and A. Edmondson, Eds. London, U.K.: Sage, 1996, pp. 17-37.
12. K. M. Eisenhardt, "Building theories from case study research," Acad. Manage. Rev., vol. 14, pp. 532-550, 1989.
13. K. M. Eisenhardt and J. A. Martin, "Dynamic capabilities: What are they?," Strategic Manage. J., vol. 21, pp. 1105-1121, 2000.
14. M. S. Feldman, "Organizational routines as a source of continuous change," Org. Sci., vol. 11, pp. 661-629, 2000.
15. M. S. Feldman and B. T. Pentland, "Reconceptualizing organizational routines as a source of flexibility and change," Admin. Sci. Quart. vol. 48, pp. 94-118, 2003.
16. B. G. Glaser and A. L. Strauss, The Discovery of Grounded Theory: Strategies for Qualitative Research. Chicago, IL: Aldine, 1967.
17. W. Glick, G. Huber, C. Miller, D. Doty, and K. Sutcliffe, "Studying changes in organizational design and effectiveness: Retrospective event histories and periodic assessments," Org. Sci., vol. 1, pp. 293-312, 1990.
18. R. M. Grant, "The resource-based theory of competitive advantage: Implications for strategy formulation," Calif. Manage. Rev., vol. 33, pp. 114-136, 1991.
19. C. E. Helfat and M. A. Peteraf, "The dynamic resource-based view: Capability lifecycles," Strategic Manage. J., vol. 24, pp. 997-1010, 2003.
20. R. Herriott and W. Firestone, "Multisite qualitative policy research: Optimizing description and generalizability," Educ. Res., vol. 12, pp. 14-19, 1983.
21. J. Huang, S. Newell, B. Galliers, and S. L. Pan, "Component-based development and the dynamics of organizational subcultures," IEEE Trans. Eng. Manage., vol. 50, no. 1, pp. 88-99, Feb. 2003.
22. S. L. Jarvenpaa and B. Ives, "The global network organization of the future: Information management opportunities and challenges," J. Manage. Inf. Syst., vol. 10, pp. 25-48, 1994.
23. S. L. Jarvenpaa and D. E. Leidner, "An information company in Mexico: Extending the RBV of the firm to a developing country context," Inf. Syst. Res., vol. 9, pp. 342-361, 1998.
24. M. Keil, "Pulling the plug: Software project management and the problem of project escalation," MIS Quart., vol. 19, pp. 421-447, 1995.
25. B. Kogut and E. H. Bowman, "Modularity and permeability as principles of design," in Redesigning the Firm, E. H. Bowman and B. M. Kogut, Eds. New York: Oxford Univ. Press, 1995, pp. 243-260.
26. A. Langley, "Strategies for theorizing from process data," Acad. Manage. Rev., vol. 24, pp. 691-710, 1999.
27. W. Lannes and J. Logan, "A technique for assessing an organization's ability to change," IEEE Trans. Eng. Manage., vol. 51, no. 4, pp. 483-488, Nov. 2004.
28. J. Mikkola and O. Gassmann, "Managing modularity of product architectures: Toward an integrated theory," IEEE Trans. Eng. Manage., vol. 50, no. 2, pp. 204-218, May 2003.
29. M. Miles and A. Huberman, Qualitative Data Analysis: A Sourcebook of New Methods. Beverly Hills, CA: Sage, 1994.
30. I. Oshri and S. Newell, "Component sharing in complex products and systems: Challenges, solutions, and practical implications," IEEE Trans. Eng. Manage., vol. 52, no. 4, pp. 509-521, 2005.
31. B. Pentland, "Building process theory with narrative: From description to explanation," Acad. Manage. Rev., vol. 24, pp. 711-724, 1999.
32. A. Pettigrew, "The character and significance of strategy process research," Strategic Manage. J., vol. 13, pp. 5-16, 1992.
33. C. K. Prahalad and G. Hamel, "The core competence of the corporation," Harvard Bus. Rev., vol. 68, pp. 79-91, 1990.
34. D. Raff, "Superstores and the evolution of firm capabilities in American bookselling," Strategic Manage. J., vol. 21, pp. 1043-1059, 2000.
35. R. Sabherwal and I. Becerra-Femandez, "The effectiveness of alternative knowledge integration processes for three types of specific knowledge: Some insights from the NASA-Kennedy Space Center," IEEE Trans. Eng. Manage., vol. 52, no. 3, pp. 301-315, Aug. 2005.
36. F. Salvador, C. Forza, and M. Rungtusanatham, "Modularity, product variety, production volume, and component sourcing: Theorizing beyond generic prescriptions," J. Oper. Manage., vol. 20, pp. 549-575, 2002.
37. R. Sanchez, "Strategic flexibility in product competition," Strategic Manage. J., vol. 16, pp. 135-159, 1995.
38. R. Sanchez, "Strategic product creation: Managing new interactions of technology, markets, and organizations," Eur. Manage. J., vol. 14, pp. 121-138, 1996.
39. R. Sanchez and J. T. Mahoney, "Modularity, flexibility, and knowledge management in product and organization design," Strategic Manage. J. vol. 17, pp. 63-76, 1996.
40. L. Santiago and T. Bifano, "Management of R&D projects under uncertainty: A multidimensional approach to managerial flexibility," IEEE Trans. Eng. Manage., vol. 52, no. 2, pp. 269-280, May 2005.
41. C. Selland, "Offshore versus onshore contact centers," Customer Relationship Manage., vol. 8, p. 24, 2004.
42. M. Shank, "Creating the modular organization," in Adaptive Enterprise: Creating and Leading Sense-and-Respond Organizations, S. H. Haechel, Ed. Boston, MA: Harvard Business School Press, 1999, pp. 207-224.
43. P. Taylor and P. Bain, "An assembly line in the head: Work and employee relations in the call center," Ind. Relat. J., vol. 30, no. 2, pp. 101-117, 1999.
44. D. J. Teece, G. Pisano, and A. Shuen, "Dynamic capabilities and strategic management," Strategic Manage. J., vol. 18, pp. 509-533, 1997.
45. D. Tranfield and S. Smith, "The strategic regeneration of manufacturing by changing routines," Int. J. Oper. Prod. Manage., vol. 18, pp. 114-129, 1998.
46. S. Z. Tseng, Exploring the Pyramid of Call Center - Operational Processes of Call Centers. Taipei, Taiwan: Pearson Education Taiwan, 2003.
47. S. Tully, "The modular corporation," Fortune, vol. 127, pp. 106-112, 1993.
48. K. Ulrich, "The role of product architecture in the manufacturing firm," Res. Policy, vol. 24, pp. 419-440, 1995.
49. H. Volberda, "Toward the flexible form: How to remain vital in hypercompetitive environments," Org. Sci., vol. 7, pp. 359-374, 1996.
50. M. Wade and J. Hulland, "Review: The resource-based view and information systems research: Review, extension, and suggestions for future research," MIS Quart., vol. 26, pp. 107-142, 2004.
51. E. Webb, R. Campbell, D. Schwartz, and L. Sechrest, Unobtrusive Measures: Nonreactive Research in the Social Sciences. Chicago, IL: Rand McNally, 1966.
52. S. G. Winter, "Understanding dynamic capabilities," Strategic Manage. J., vol. 24, pp. 991-995, 2003.
53. N. Worren, K. Moore, and P. Cardona, "Modularity, strategic flexibility, and firm performance: A study of the home appliance industry," Strategic Manage. J., vol. 23, pp. 1123-1140, 2002.