2020
DOI: 10.1016/j.technovation.2020.102163
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Revisiting the role of modular innovation in technological radicalness and architectural change of products: The case of Tesla X and Roomba

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Cited by 18 publications
(9 citation statements)
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“…Similarly, future research can explore AI's learning perspective regarding data‐driven strategic resources in global expansion (Hartmann & Henkel, 2020) and international sports sponsorship management (Koronios et al, 2021). Furthermore, IB scholars could also extend AI's combinative aspects on the human augmentation versus augmenting automation debate (Raisch & Krakowski, 2021; Tschang & Almirall, 2021), human–machine collaboration that conjointly learns (Lyytinen et al, 2021; Murray et al, 2021), and modular products architect to facilitate firm internationalization (Habib et al, 2020; Ojala et al, 2018).…”
Section: Discussionmentioning
confidence: 99%
“…Similarly, future research can explore AI's learning perspective regarding data‐driven strategic resources in global expansion (Hartmann & Henkel, 2020) and international sports sponsorship management (Koronios et al, 2021). Furthermore, IB scholars could also extend AI's combinative aspects on the human augmentation versus augmenting automation debate (Raisch & Krakowski, 2021; Tschang & Almirall, 2021), human–machine collaboration that conjointly learns (Lyytinen et al, 2021; Murray et al, 2021), and modular products architect to facilitate firm internationalization (Habib et al, 2020; Ojala et al, 2018).…”
Section: Discussionmentioning
confidence: 99%
“…For instance, firms that specialize in highly specialized technology components, which are always integrated and tailored to the customer's systems, may not draw substantial benefit from a platform model. Instead, these firms may be better suited to adopt a "component strategy" (Hannah and Eisenhardt, 2018) and focus on superior modular innovation with high technological novelty (Habib et al, 2020). However, even in these cases, the offerings may still become embedded in other actors' product platforms, making the platformization of the B2B landscape relevant even for component-focused players.…”
Section: Managerial Implicationsmentioning
confidence: 99%
“…The main argument of this hypothesis is that modularized products are produced based on the ability of organizations to be easily modularized [20,21]. In addition, prior research has shown that organizations design products under certain conditions, indicating that the causes of the modularization of their products are important [22,23]. Establishing organizational modularity in R&D by reorganizing organizational units establishes interfaces and allows product modules to be compatible [24].…”
Section: Theoretical Backgroundmentioning
confidence: 99%