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    When do product architectures mirror organisational architectures? The combined role of product complexity and the rate of technological change

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    Authors
    Burton, N.
    Galvin, Peter
    Date
    2018
    Type
    Journal Article
    
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    Citation
    Burton, N. and Galvin, P. 2018. When do product architectures mirror organisational architectures? The combined role of product complexity and the rate of technological change. Technology Analysis and Strategic Management: pp. 1-13.
    Source Title
    Technology Analysis and Strategic Management
    DOI
    10.1080/09537325.2018.1437259
    ISSN
    0953-7325
    School
    School of Management
    URI
    http://hdl.handle.net/20.500.11937/67642
    Collection
    • Curtin Research Publications
    Abstract

    © 2018 Informa UK Limited, trading as Taylor & Francis Group In the modularity literature, an architectural decomposition and ‘mirroring’ between task boundaries, knowledge boundaries, and firm boundaries has been suggested as a way to enhance managerial efficiency and as a source of potential strategic advantage. Despite its intuitive appeal, empirical support for ‘mirroring’ is significant but mixed. In this paper, we utilise an industrial economics and knowledge-based perspective to hypothesise how the combined effects of product architecture type, product complexity and the rate of product component change may influence task, knowledge and firm boundaries and hence be associated with either phases of mirroring or non-mirroring (‘misting’). We suggest that whether mirroring or misting is an efficient strategic choice is influenced by the characteristics of both the product architecture and the rate of technological change at the product component level, and changes across time as products evolve. Our framework helps to reconcile existing mixed evidence and provides the foundation for further empirical research.

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