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The Modularity Trap: Innovation, Technology Phase Shifts and the Resulting Limits of Virtual Organizations*
2 references·16 citing·49 second hop
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this work references cited by second hop

References

  • 1998The Knowledge-Creating Company14,621 cited
  • 1994The Management of Innovation7,253 cited

Cited by

  • 2011Global value chains in the electronics industry: characteristics, crisis, and upgrading opportunities for firms from developing countries158 cited
  • 2014Performing Modularity: Competing Rules, Performative Struggles and the Effect of Organizational Theories on the Organization129 cited
  • 2004Evolution or revolution? Dynamic capabilities in a knowledge‐dependent firm126 cited
  • 2022The Forces of Ecosystem Evolution115 cited
  • 2007Simon on Problem-Solving: Implications for New Organizational Forms114 cited
  • 2020Compressed Development97 cited
  • 2006Wither Core Competency for the Large Corporation in an Open Innovation World93 cited
  • 2010Global value chains in the electronics industry : was the crisis a window of opportunity for developing countries ?88 cited
  • 2016Structural change and global value chains in the EU85 cited
  • 2017NK model as a representation of innovative search83 cited
  • 2007How Globalization Drives Institutional Diversity: The Japanese Electronics Industry's Response to Value Chain Modularity77 cited
  • 2008Mapping integrative trade: conceptualising and measuring global value chains65 cited

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  • 2009Together we share? Competitive and collaborative supplier interests in product development52 cited
  • 2005The knowledge bases of the world’s largest pharmaceutical groups: what do patent citations to non-patent literature reveal?51 cited
  • 2011Patterns of Modularization: The Dynamics of Product Architecture in Complex Systems50 cited
  • 2011Going mobile in China: shifting value chains and upgrading in the mobile telecom sector50 cited