Modularisation and the changing nature of automotive design capabilities

被引：10

作者：

International Automotive Research Centre, Warwick Manufacturing Group, University of Warwick, Coventry, CV4 7AL, United Kingdom ^{[1
]}

机构：

[1] International Automotive Research Centre, Warwick Manufacturing Group, University of Warwick, Coventry

来源：

Int. J. Automot. Technol. Manage. | 2006年 / 3卷 / 276-297期

关键词：

Absorptive capacity; Design capabilities; Modularisation; Product architecture; Product development; System integrators; Systems engineering;

D O I：

10.1504/IJATM.2006.012121

中图分类号：

学科分类号：

摘要：

This paper uses an analysis of developments in the automotive sector to examine the implications of modularisation upon organisational design and the changing nature of design capabilities within product development relationships. A case study is presented and the findings illustrate that product and knowledge boundaries are difficult to synchronise and that misalignment at the vehicle system level can lead to knock-on effects of misalignment at the level of the organisation. This misalignment can be further complicated by competing approaches towards product modularisation, a re-distribution of engineering responsibilities and a limited understanding of the social and relational dimensions of knowledge integration in the context of systems integration. Copyright © 2006 Inderscience Enterprises Ltd.

引用

页码：276 / 297

页数：21

共 57 条

[1]

Adamsson N., Management of mechatronics engineering - reflections and propositions, The Proceedings of 12th International Product Development Management Conference, pp. 35-48, (2005)

[2]

Baldwin C.Y., Clark K.B., Design Rules, The Power of Modularity, One, (2000)

[3]

Batchelor J., Ramsey C., From contract to collaboration: The influence of product architecture upon collaborative relations within the automotive design chain, Proceedings of 15th Annual IPSERA Conference, pp. 1-10, (2006)

[4]

Batchelor J., Bates H., Croom S., Retaining architectural knowledge within automotive design chains, International Journal of Automotive Technology and Management, 1, 2-3, pp. 217-235, (2001)

[5]

Becker M.C., Zirpoli F., Organising New Product Development: Knowledge Hollowing-Out and Knowledge Integration. The Fiat Auto Case, (2003)

[6]

Brusoni S., Prencipe A., Knowledge specialisation, organizational coupling, and the boundaries of the firm: Why do firms know more than they make?, Administrative Science Quarterly, 46, 4, pp. 597-621, (2001)

[7]

Brusoni S., Prencipe A., Unpacking the black box of modularity: Technologies, products and organizations, Industrial and Corporate Change, pp. 179-205, (2001)

[8]

Chesbrough H., Kusunoki K., The modularity trap: Innovation technology phase-shifts, and resulting limits to virtual organisations, Managing Industrial Knowledge, pp. 202-230, (2001)

[9]

Chesbrough H.W., Teece D.J., When is virtual virtuous? Organizing for innovation, Harvard Business Review, pp. 65-71, (1996)

[10]

Clark K.B., Fujimoto T., Product Development Performance: Strategy, Organization, and Management in the World Auto Industry, (1990)

← 1 2 3 4 5 6 →