Design rules allocate functions to modules, identify operating principles, and set interfaces among modules that deter- mine how organizations evolve. A case study of radical innovation in tire manufacturing illustrates the transition from old to new design rules through the joint adaptation of the manufacturing organization and the product to reflect changes in the underlying engineering knowledge. The case shows how knowledge evolution mediates organizational and technological change and makes any organization design openended and evolving.

Design rules allocate functions to modules, identify operating principles, and set interfaces among modules that determine how organizations evolve. A case study of radical innovation in tire manufacturing illustrates the transition from old to new design rules through the joint adaptation of the manufacturing organization and the product to reflect changes in the underlying engineering knowledge. The case shows how knowledge evolution mediates organizational and technological change and makes any organization design openended and evolving. © 2006 INFORMS.

Making design rules: a multidomain perspective / Brusoni, S; Prencipe, Andrea. - In: ORGANIZATION SCIENCE. - ISSN 1047-7039. - STAMPA. - 17:2(2006), pp. 179-189. [10.1287/orsc.1060.0180]

Making design rules: a multidomain perspective

PRENCIPE, ANDREA
2006

Abstract

Design rules allocate functions to modules, identify operating principles, and set interfaces among modules that deter- mine how organizations evolve. A case study of radical innovation in tire manufacturing illustrates the transition from old to new design rules through the joint adaptation of the manufacturing organization and the product to reflect changes in the underlying engineering knowledge. The case shows how knowledge evolution mediates organizational and technological change and makes any organization design openended and evolving.
Design rules; Dynamic multiple networks; Modularity; Tire manufacturing; Tires; Strategy and Management1409 Tourism, Leisure and Hospitality Management; Organizational Behavior and Human Resource Management; Management of Technology and Innovation
Design rules allocate functions to modules, identify operating principles, and set interfaces among modules that determine how organizations evolve. A case study of radical innovation in tire manufacturing illustrates the transition from old to new design rules through the joint adaptation of the manufacturing organization and the product to reflect changes in the underlying engineering knowledge. The case shows how knowledge evolution mediates organizational and technological change and makes any organization design openended and evolving. © 2006 INFORMS.
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Utilizza questo identificativo per citare o creare un link a questo documento: http://hdl.handle.net/11385/60096
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