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Do modular products lead to modular organizations?

2006; Wiley; Volume: 27; Issue: 6 Linguagem: Inglês

10.1002/smj.528

1097-0266

Glenn Hoetker,

Business Strategy and Innovation

Strategic Management JournalVolume 27, Issue 6 p. 501-518 Research Article Do modular products lead to modular organizations? Glenn Hoetker, Corresponding Author Glenn Hoetker [email protected] College of Commerce and Business Administration, University of Illinois at Urbana-Champaign, Champaign, Illinois, U.S.A.College of Business, University of Illinois at Urbana-Champaign, 350 Wohlers Hall, 1206 South Sixth Street, Champaign, IL 61820-6980, U.S.A.Search for more papers by this author Glenn Hoetker, Corresponding Author Glenn Hoetker [email protected] College of Commerce and Business Administration, University of Illinois at Urbana-Champaign, Champaign, Illinois, U.S.A.College of Business, University of Illinois at Urbana-Champaign, 350 Wohlers Hall, 1206 South Sixth Street, Champaign, IL 61820-6980, U.S.A.Search for more papers by this author First published: 18 April 2006 https://doi.org/10.1002/smj.528Citations: 209AboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onEmailFacebookTwitterLinkedInRedditWechat Abstract The tacit assumption that increased product modularity is associated with advantageous increases in organizational modularity underlies much of the literature on modularity. Previous empirical investigations of this assumption, few in number, have faced numerous confounding factors and generated conflicting results. I build a causal model for the relationship between product and organizational modularity, which I test using a distinctive empirical setting that controls for confounding factors present in previous studies. I find support for only part of the assumed relationship, showing that modularity is a more multifaceted concept than previously recognized. In particular, increased product modularity enhances reconfigurability of organizations more quickly than it allows firms to move activities out of hierarchy. 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