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

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posted on 2023-06-07, 06:49 authored by Richard Tee, Andrew DaviesAndrew Davies, Jennifer Whyte
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.

History

Publication status

  • Published

File Version

  • Accepted version

Journal

Research Policy

ISSN

0048-7333

Publisher

Elsevier

Issue

1

Volume

48

Page range

51-61

Department affiliated with

  • SPRU - Science Policy Research Unit Publications

Full text available

  • Yes

Peer reviewed?

  • Yes

Legacy Posted Date

2019-10-28

First Open Access (FOA) Date

2020-01-25

First Compliant Deposit (FCD) Date

2019-10-28

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