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Modular designs and integrating practices: managing collaboration through coordination and cooperation
journal contribution
posted on 2023-06-07, 06:49 authored by Richard Tee, Andrew DaviesAndrew Davies, Jennifer WhyteCollaboration 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 PolicyISSN
0048-7333Publisher
ElsevierExternal DOI
Issue
1Volume
48Page range
51-61Department affiliated with
- SPRU - Science Policy Research Unit Publications
Full text available
- Yes
Peer reviewed?
- Yes
Legacy Posted Date
2019-10-28First Open Access (FOA) Date
2020-01-25First Compliant Deposit (FCD) Date
2019-10-28Usage metrics
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