Do design rules facilitate or complicate architectural innovation in innovation alliance networks?

Hofman, Erwin; Halman, Johannes I.M.; Looy, Bart Van

doi:10.1016/j.respol.2016.04.001

Cited by 27 publications

(22 citation statements)

References 96 publications

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“…This principle is also referred to as information hiding (Parnas, 1972), allowing actors to treat other subsystems as a "black box". More recent work on collaboration and modular designs has considered the role of modular governance architectures (Manning and Reinecke, 2016) and how design rules affect partner selection (Hofman et al, 2016) to understand how interdependence can be managed.…”

Section: Background Literaturementioning

confidence: 99%

Modular designs and integrating practices: Managing collaboration through coordination and cooperation

2019

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Collaboration in large-scale projects introduces challenges involving both coordination (the ability to collaborate) as well as cooperation (the willingness to do so). Existing research has shown how modular designs can improve coordination by locating interdependencies within rather than between different modules. Based on an in-depth case study of collaboration in a large-scale infrastructure project, our study highlights an effect of modularity on collaboration that previously has been overlooked. Specifically, we show that while modular designs may help overcome coordination challenges by reducing interdependencies between modules, they can in turn hamper collaboration by emphasizing specialization within modules. Therefore, though existing work typically perceives modularity and integration as opposites, we clarify how they can also act as complements. In particular, we show how firms need to complement modular designs with integrating practices that stimulate cooperation. Overall, we contribute to the literature on collaboration and modularity by explaining when and how organizations can combine modularity and integration.

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Section: Background Literaturementioning

confidence: 99%

Modular designs and integrating practices: Managing collaboration through coordination and cooperation

2019

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“…Increasingly, companies are looking for partnerships to jointly develop products or services. However, one of the factors in the failure of R&D networks is the difficulty of orchestrating a web of actors and resources (Hara, Endo, & Kobayashi, ; Hofman, Halman, & Van Looy, ). The interaction among partners is the most critical point in network development (Dodgson, ).…”

Section: Introductionmentioning

confidence: 99%

How to orchestrate R&D networks? The role of orchestration subprocesses and collaborative practices over time

2020

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Although R&D networks have been increasingly used by companies to foster innovation through collaboration, there are still challenges regarding how to successfully orchestrate such projects. The goal of this study is to analyse how a hub firm orchestrates an R&D network through collaborative practices. We based our study on the three orchestration subprocesses proposed by Dhanaraj and Parkhe, namely, to foster knowledge mobility, guarantee innovation appropriability, and maintain network stability. To achieve our goal, we analysed the collaborative practices in an R&D network in the semiconductor industry in France. The case consists of an R&D network among 26 companies to create a new transistor. The data include 65 interviews and 192 documents. The study contributes to the literature on network orchestration by showing that specific collaborative practices performed by a hub firm enable a fourth orchestration subprocess—network reconfiguration—which is necessary in long‐lasting and complex R&D networks and also affects the other three subprocesses. Network reconfiguration consists in disassociating and attracting new members to the R&D network to cover knowledge demands, and is performed by the hub‐firm through specific collaborative practices. The results can benefit practitioners by showing which collaborative practices may be useful for a hub firm throughout the development of an R&D network.

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“…Moreover, running the program on a nearly decomposable mode requires standardized interfaces and design rules at the program level. That is, "a clear set of design rules reduces the related need for ongoing communication and coordination among development team members" [36] (p. 1437). Other interfaces that support coordination could be product planning forums, reward systems, and cross-training [32].…”

Section: Procurement In Nearly Decomposable Programsmentioning

confidence: 99%

When Green Procurement Meets Complexity: The Case of Sustainable Neighborhood Projects

2021

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In a rapidly urbanizing world, cities form the key context for a sustainable transition. The neighborhood scale is suggested as a successful scale to realize cross-sector, inter-organizational collaborations. The multifaceted goals and resulting interdependencies in sustainable neighborhood (SN) developments seem to render them complex. Neighborhood scale can be understood as a program of related projects encompassing a wide range of actors interacting in a non-simple way. The added complexity comprised at the neighborhood scale challenges the promise of sustainable transition, creating a gap between what is promised as SN and what is delivered. While filling this gap is deemed pivotal to boost the performance and success of SNs, this study focuses on the practice of procurement. Green procurement has a prominent role in fostering the sustainable transition and alleviate the projects’ poor performance in energy consumption and carbon emissions. However, green procurement is complicated and often hampered by the complex nature of the programs and projects required to realize SNs. Using an in-depth case study of an ongoing SN development in Norway, we seek to explore green procurement in SN programs. The present study has several contributions. First, we provide a fresh look at SNs using the notion of program management and the principles of nearly decomposable systems. Second, the study demonstrates that green procurement can support coordination in programs, and propose several implications for purchasers to consider when devising a green procurement strategy for SN programs, laying the groundwork for new procurement research focusing on structural complexity. Furthermore, our study encourages purchasers to think like architects to grasp the various levels and make better decisions in complex projects and programs.

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Do design rules facilitate or complicate architectural innovation in innovation alliance networks?

Cited by 27 publications

References 96 publications

Modular designs and integrating practices: Managing collaboration through coordination and cooperation

Modular designs and integrating practices: Managing collaboration through coordination and cooperation

How to orchestrate R&D networks? The role of orchestration subprocesses and collaborative practices over time

When Green Procurement Meets Complexity: The Case of Sustainable Neighborhood Projects

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