{"status":"ok","message-type":"work","message-version":"1.0.0","message":{"indexed":{"date-parts":[[2025,12,29]],"date-time":"2025-12-29T18:58:06Z","timestamp":1767034686426,"version":"3.41.2"},"reference-count":54,"publisher":"Emerald","issue":"1","license":[{"start":{"date-parts":[[2010,1,12]],"date-time":"2010-01-12T00:00:00Z","timestamp":1263254400000},"content-version":"tdm","delay-in-days":0,"URL":"https:\/\/www.emerald.com\/insight\/site-policies"}],"content-domain":{"domain":[],"crossmark-restriction":false},"short-container-title":[],"published-print":{"date-parts":[[2010,1,12]]},"abstract":"<jats:sec><jats:title content-type=\"abstract-heading\">Purpose<\/jats:title><jats:p>The purpose of this paper is to analyze how firms are redesigning the organizational architecture of supply chains, bundling and unbundling resources, sharing information and coordinating flows in order to facilitate capability partitioning. It aims to analyze how process interdependencies are managed either through modularity or coordination mechanisms. The paper is anchored in the emergent theory of modularity, a transaction cost\u2010based perspective of modular systems.<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-heading\">Design\/methodology\/approach<\/jats:title><jats:p>This paper adopts the case study methodology. It uses an in\u2010depth case study of Logoplaste, a global supplier of plastic packaging, in particular investigating how the firm organizes supply chain activities around an integration mode designated as \u201chole\u2010in\u2010the\u2010wall.\u201d<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-heading\">Findings<\/jats:title><jats:p>In a context of high process interdependence the firm has developed a coordination capability, an ability to manage the interfaces at minimum cost either by modularizing the process or defining appropriate coordination mechanisms. This capability becomes a core competence of the firm that enables it to further appropriate rents that lie at process interfaces.<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-heading\">Research limitations\/implications<\/jats:title><jats:p>The case study method limits the generalization of the findings, but allows more depth in the analysis of the proposed framework.<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-heading\">Practical implications<\/jats:title><jats:p>As the complexity of sourced components increases firms will need to complement their modular approach to supply chain design with new organizational\u2010coordination skills and an ability to externalize knowledge. The case study provides several examples of the type of coordination required.<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-heading\">Originality\/value<\/jats:title><jats:p>This research adds to the literature on organizational modularity in two distinct ways. First, it focuses on the development of a coordination capability to manage process interdependences rather than the partitioning of technical capabilities across the supply chain. Second, it brings to the discussion of modularity recent developments in transaction cost economics that go beyond the engineering perspective. A coordination capability represents the organization's ability to organize transactions in order to appropriate rents, rather than merely minimize transaction costs.<\/jats:p><\/jats:sec>","DOI":"10.1108\/01443571011012370","type":"journal-article","created":{"date-parts":[[2010,1,8]],"date-time":"2010-01-08T08:04:08Z","timestamp":1262937848000},"page":"57-74","source":"Crossref","is-referenced-by-count":28,"title":["Bundling resources across supply chain dyads"],"prefix":"10.1108","volume":"30","author":[{"given":"Paulo J.","family":"Gomes","sequence":"first","affiliation":[]},{"given":"Sonia","family":"Dahab","sequence":"additional","affiliation":[]}],"member":"140","reference":[{"key":"key2022031119555331100_b1","doi-asserted-by":"crossref","unstructured":"Arnheiter, E.D. and Harren, H. (2006), \u201cQuality management in a modular world\u201d, TQM Magazine, Vol. 18, pp. 87\u201096.","DOI":"10.1108\/09544780610637712"},{"key":"key2022031119555331100_b4","doi-asserted-by":"crossref","unstructured":"Baldwin, C.Y. and Clark, K.B. (2000), \u201cDesign rules\u201d, The Power of Modularity, Vol. 1, MIT Press, Cambridge, MA.","DOI":"10.7551\/mitpress\/2366.001.0001"},{"key":"key2022031119555331100_b2","unstructured":"Baldwin, C.Y. and Clark, K.B. (2002), \u201cWhere do transactions come from?\u201d, Journal of Economic Literature, Vol. 6, pp. 2\u201045."},{"key":"key2022031119555331100_b3","unstructured":"Baldwin, C.Y. and Clark, K.B. (2004), \u201cManaging in age of modularity\u201d, in Tushman, M.L. and Anderson, P. (Eds), Managing Strategic Innovation and Change, Oxford University Press, Oxford, pp. 151\u20109."},{"key":"key2022031119555331100_b5","doi-asserted-by":"crossref","unstructured":"Barney, J. (1986), \u201cStrategy factor market: expectation, luck and business strategy\u201d, Management Science, Vol. 32, pp. 1231\u201041.","DOI":"10.1287\/mnsc.32.10.1231"},{"key":"key2022031119555331100_b6","doi-asserted-by":"crossref","unstructured":"Browning, T.R. (2001), \u201cApplying the design structure matrix to system decomposition and integration problems: a review and new directions\u201d, IEEE Transactions on Engineering Management, Vol. 48, pp. 292\u2010306.","DOI":"10.1109\/17.946528"},{"key":"key2022031119555331100_b7","doi-asserted-by":"crossref","unstructured":"Brusoni, S. and Prencipe, A. (2001), \u201cUnpacking the black box of modularity: technologies, products and organizations\u201d, Industrial and Corporate Change, Vol. 10 No. 1, pp. 179\u2010205.","DOI":"10.1093\/icc\/10.1.179"},{"key":"key2022031119555331100_b8","doi-asserted-by":"crossref","unstructured":"Brusoni, S., Prencipe, A. and Pavitt, K. (2001), \u201cKnowledge specialization, organizational coupling, and the boundaries of the firm: why do firms know more than they make?\u201d, Administrative Science Quarterly, Vol. 46, pp. 597\u2010621.","DOI":"10.2307\/3094825"},{"key":"key2022031119555331100_b9","doi-asserted-by":"crossref","unstructured":"Buenstorf, G. (2005), \u201cSequential production, modularity and technological change\u201d, Structural Change and Economic Dynamics, Vol. 16, pp. 221\u201041.","DOI":"10.1016\/j.strueco.2004.12.001"},{"key":"key2022031119555331100_b10","doi-asserted-by":"crossref","unstructured":"Celly, K.S., Spekman, R.E. and Kamauff, J.W. (1999), \u201cTechnological uncertainty, buyer preferences and supplier assurances: an examination of pacific rim purchasing agreements\u201d, Journal of International Business Studies, Vol. 30, pp. 297\u2010316.","DOI":"10.1057\/palgrave.jibs.8490071"},{"key":"key2022031119555331100_b11","doi-asserted-by":"crossref","unstructured":"Doran, D. (2003), \u201cSupply chain implications of modularization\u201d, International Journal of Operations & Production Management, Vol. 23, pp. 316\u201026.","DOI":"10.1108\/01443570310462785"},{"key":"key2022031119555331100_b12","doi-asserted-by":"crossref","unstructured":"Fixson, S.K., Ro, Y. and Liker, J.K. (2005), \u201cModularisation and outsourcing: who drives whom? A study of generational sequences in the US automotive cockpit industry\u201d, International Journal of Automotive Technology and Management, Vol. 5, pp. 166\u201083.","DOI":"10.1504\/IJATM.2005.007181"},{"key":"key2022031119555331100_b13","doi-asserted-by":"crossref","unstructured":"Gomes, P. and Joglekar, N.R. (2008), \u201cLinking modularity with problem solving and coordination efforts\u201d, Managerial and Decision Economics, Vol. 29, pp. 443\u201057.","DOI":"10.1002\/mde.1402"},{"key":"key2022031119555331100_b14","doi-asserted-by":"crossref","unstructured":"Gulati, R., Lawrence, P.R. and Puranam, P. (2005), \u201cAdaptation in vertical relationships: beyond incentive conflict\u201d, Strategic Management Journal, Vol. 26, pp. 415\u201040.","DOI":"10.1002\/smj.458"},{"key":"key2022031119555331100_b15","unstructured":"Hammer, M. (2001), \u201cThe superefficient company\u201d, Harvard Business Review, September, pp. 82\u201091."},{"key":"key2022031119555331100_b16","unstructured":"Hennart, J.F. (1982), A Theory of Multinational Enterprise, University of Michigan Press, Ann Arbor, MI."},{"key":"key2022031119555331100_b17","unstructured":"Hennart, J.F. (2008), \u201cTransaction costs perspectives on interorganizational relations\u201d, in Cropper, S., Ebers, M., Huxham, C. and Ring, P.S. (Eds), Oxford Handbook of Interorganizational Relations, Oxford University Press, Oxford, pp. 339\u201064."},{"key":"key2022031119555331100_b18","doi-asserted-by":"crossref","unstructured":"Hoetker, G. (2006), \u201cDo modular products lead to modular organizations?\u201d, Strategic Management Journal, Vol. 27, pp. 501\u201018.","DOI":"10.1002\/smj.528"},{"key":"key2022031119555331100_b19","doi-asserted-by":"crossref","unstructured":"Hui, P.P., Davis\u2010Blake, A. and Broschak, J.P. (2008), \u201cManaging interdependence: the effects of outsourcing structure on the performance of complex projects\u201d, Decision Sciences, Vol. 39, pp. 5\u201031.","DOI":"10.1111\/j.1540-5915.2008.00180.x"},{"key":"key2022031119555331100_b20","unstructured":"Imai, K., Ikujiro, N. and Takeuchi, H. (1985), \u201cManaging the new product development process: how Japanese companies learn to unlearn\u201d, in Hayes, R.H., Clark, K. and Lorens, J. (Eds), The Uneasy Alliance: Managing the Productivity\u2010Technology Dilemma, Harvard Business School Press, Boston, MA, pp. 337\u201075."},{"key":"key2022031119555331100_b21","doi-asserted-by":"crossref","unstructured":"Jacobides, M.G. and Winter, S.G. (2005), \u201cThe co\u2010evolution of capabilities and transaction costs: explaining the institutional structure of production\u201d, Strategic Management Journal, Vol. 26, pp. 395\u2010413.","DOI":"10.1002\/smj.460"},{"key":"key2022031119555331100_b22","doi-asserted-by":"crossref","unstructured":"Kogut, B. and Zander, U. (1996), \u201cWhat firms do? Coordination, identity, and learning\u201d, Organization Science, Vol. 7 No. 5, pp. 502\u201018.","DOI":"10.1287\/orsc.7.5.502"},{"key":"key2022031119555331100_b23","unstructured":"Kopczak, L.R. and Johnson, M.E. (2003), \u201cThe supply\u2010chain management effect\u201d, Sloan Management Review, Vol. 44 No. 3, pp. 27\u201034."},{"key":"key2022031119555331100_b24","doi-asserted-by":"crossref","unstructured":"Langlois, R.N. (2002), \u201cModularity in technology and organization\u201d, Journal of Economic Behavior & Organization, Vol. 49, pp. 19\u201037.","DOI":"10.1016\/S0167-2681(02)00056-2"},{"key":"key2022031119555331100_b25","doi-asserted-by":"crossref","unstructured":"Langlois, R.N. (2006), \u201cThe secret life of mundane transaction costs\u201d, Organization Studies, Vol. 27 No. 9, pp. 1389\u2010410.","DOI":"10.1177\/0170840606067769"},{"key":"key2022031119555331100_b26","doi-asserted-by":"crossref","unstructured":"Lawrence, P.R. and Lorsch, J.W. (1967), \u201cDifferentiation and integration in complex organizations\u201d, Administrative Science Quarterly, Vol. 12, pp. 1\u201047.","DOI":"10.2307\/2391211"},{"key":"key2022031119555331100_b27","unstructured":"McCord, K.R. and Eppinger, S.D. (1993), \u201cManaging the integration problem in concurrent engineering\u201d, Working Paper No. 3594, MIT Sloan School of Management, Cambridge, MA."},{"key":"key2022031119555331100_b54","doi-asserted-by":"crossref","unstructured":"Mayer, K.J. and Argyres, N.S. (2004), \u201cLearning to contract: evidence from the personal computer industry\u201d, Organization Science, Vol. 15, pp. 394\u2010410.","DOI":"10.1287\/orsc.1040.0074"},{"key":"key2022031119555331100_b28","doi-asserted-by":"crossref","unstructured":"Monteverde, K. (1995), \u201cTechnical dialog as an incentive for vertical integration in the semiconductor industry\u201d, Management Science, Vol. 41 No. 10, pp. 1624\u201038.","DOI":"10.1287\/mnsc.41.10.1624"},{"key":"key2022031119555331100_b29","doi-asserted-by":"crossref","unstructured":"Mota, J. and Castro, L.M. (2004), \u201cA capabilities perspective on the evolution of firm boundaries: a comparative case example from the Portuguese moulds industry\u201d, Journal of Management Studies, Vol. 41, pp. 295\u2010316.","DOI":"10.1111\/j.1467-6486.2004.00433.x"},{"key":"key2022031119555331100_b30","doi-asserted-by":"crossref","unstructured":"Noorderhaven, N.G. (1995), \u201cTransaction, interaction, institutionalization: toward a dynamic theory of hybrid governance\u201d, Scandinavian Journal of Management, Vol. 11 No. 1, pp. 43\u201055.","DOI":"10.1016\/0956-5221(94)00025-D"},{"key":"key2022031119555331100_b31","doi-asserted-by":"crossref","unstructured":"Novak, S. and Eppinger, S.D. (2001), \u201cSourcing by design: product complexity and the supply chain\u201d, Management Science, Vol. 47, pp. 189\u2010204.","DOI":"10.1287\/mnsc.47.1.189.10662"},{"key":"key2022031119555331100_b32","doi-asserted-by":"crossref","unstructured":"Peteraf, M. (1993), \u201cThe cornerstones of competitive advantage: a resource\u2010based view\u201d, Strategic Management Journal, Vol. 14, pp. 179\u201091.","DOI":"10.1002\/smj.4250140303"},{"key":"key2022031119555331100_b33","unstructured":"Puranam, P. and Jacobides, M.G. (2005), \u201cWhy interface specification varies between organizations and why that matters\u201d, working paper, London Business School, London."},{"key":"key2022031119555331100_b34","doi-asserted-by":"crossref","unstructured":"Richardson, G.B. (1972), \u201cThe organization of industry\u201d, Economic Journal, Vol. 82, pp. 883\u201096.","DOI":"10.2307\/2230256"},{"key":"key2022031119555331100_b35","doi-asserted-by":"crossref","unstructured":"Sanchez, R. (1999), \u201cModular architectures in the marketing process\u201d, Journal of Marketing, Vol. 63, pp. 92\u2010111.","DOI":"10.2307\/1252104"},{"key":"key2022031119555331100_b36","unstructured":"Sanchez, R. (2002), \u201cDesigning strategic flexibility into your products and processes: perspectives for managers\u201d, IMD, Vol. 88, pp. 1\u20104."},{"key":"key2022031119555331100_b38","doi-asserted-by":"crossref","unstructured":"Sanchez, R. and Collins, R.P. (2001), \u201cCompeting\u2010 and learning\u2010in modular markets\u201d, Long Range Planning, Vol. 34, pp. 645\u201067.","DOI":"10.1016\/S0024-6301(01)00099-1"},{"key":"key2022031119555331100_b37","doi-asserted-by":"crossref","unstructured":"Sanchez, R. and Mahoney, J.T. (1996), \u201cModularity, flexibility, and knowledge management in product and organizational design\u201d, Strategic Management Journal, Vol. 17, pp. 63\u201076.","DOI":"10.1002\/smj.4250171107"},{"key":"key2022031119555331100_b39","doi-asserted-by":"crossref","unstructured":"Sanchez, R. and Mahoney, J.T. (2001), \u201cModularity and dynamic capabilities\u201d, in Volberda, H.W. and Elfring, T. (Eds), Rethinking Strategy, Sage, Thousand Oaks, CA, pp. 158\u201071.","DOI":"10.4135\/9781446217818.n14"},{"key":"key2022031119555331100_b40","doi-asserted-by":"crossref","unstructured":"Schilling, M.A. and Steensma, H.K. (2001), \u201cThe use of modular organizational forms: an industry\u2010level analysis\u201d, Academy of Management Journal, Vol. 44, pp. 1149\u201068.","DOI":"10.2307\/3069394"},{"key":"key2022031119555331100_b41","unstructured":"Simon, H.A. (1969), The Sciences of the Artificial, MIT Press, Cambridge, MA."},{"key":"key2022031119555331100_b42","doi-asserted-by":"crossref","unstructured":"Smith, R.P. and Eppinger, S.D. (1998), \u201cDeciding between sequential and concurrent tasks in engineering design\u201d, Concurrent Engineering: Research and Applications, Vol. 6, pp. 15\u201025.","DOI":"10.1177\/1063293X9800600103"},{"key":"key2022031119555331100_b43","doi-asserted-by":"crossref","unstructured":"Staudenmayer, N., Tripsas, N. and Tucci, C.L. (2005), \u201cInterfirm modularity and its implications for product development\u201d, Journal of Product Innovation Management, Vol. 22, pp. 303\u201021.","DOI":"10.1111\/j.0737-6782.2005.00128.x"},{"key":"key2022031119555331100_b44","doi-asserted-by":"crossref","unstructured":"Steward, D.V. (1981), \u201cThe design structure system: a method for managing the design of complex systems\u201d, IEEE Transactions on Engineering Management, Vol. 28, pp. 71\u20104.","DOI":"10.1109\/TEM.1981.6448589"},{"key":"key2022031119555331100_b45","doi-asserted-by":"crossref","unstructured":"Stuart, I., McCutcheon, D., Handfield, R., McLachlin, R. and Samson, D. (2002), \u201cEffective case research in operations management: a process perspective\u201d, Journal of Operations Management, Vol. 20, pp. 419\u201033.","DOI":"10.1016\/S0272-6963(02)00022-0"},{"key":"key2022031119555331100_b46","unstructured":"Thompson, J.D. (1967), Organizations in Action, McGraw\u2010Hill, New York, NY."},{"key":"key2022031119555331100_b47","unstructured":"Ulrich, K.T. and Eppinger, S.D. (1995), Product Design and Development, McGraw\u2010Hill, New York, NY."},{"key":"key2022031119555331100_b48","doi-asserted-by":"crossref","unstructured":"Wernerfelt, B. (1984), \u201cA resource\u2010based view of the firm\u201d, Strategic Management Journal, Vol. 5, pp. 171\u201080.","DOI":"10.1002\/smj.4250050207"},{"key":"key2022031119555331100_b49","unstructured":"Williamson, O.E. (1975), Markets and Hierarchies, The Free Press, New York, NY."},{"key":"key2022031119555331100_b50","unstructured":"Williamson, O.E. (1985), The Economic Institutions of Capitalism, The Free Press, New York, NY."},{"key":"key2022031119555331100_b51","unstructured":"Womack, J.P., Jones, D.T. and Roos, D. (1991), The Machine that Changed the World: The Story of Lean Production, HarperCollins, New York, NY."},{"key":"key2022031119555331100_b52","unstructured":"Yin, R.K. (1984), Case Study Research, Sage, Beverly Hills, CA."},{"key":"key2022031119555331100_b53","doi-asserted-by":"crossref","unstructured":"Zaheer, A. and Bell, G.G. (2005), \u201cBenefiting from network position: firm capabilities, structural holes, and performance\u201d, Strategic Management Journal, Vol. 26, pp. 809\u201025.","DOI":"10.1002\/smj.482"}],"container-title":["International Journal of Operations &amp; Production Management"],"original-title":[],"language":"en","link":[{"URL":"http:\/\/www.emeraldinsight.com\/doi\/full-xml\/10.1108\/01443571011012370","content-type":"unspecified","content-version":"vor","intended-application":"text-mining"},{"URL":"https:\/\/www.emerald.com\/insight\/content\/doi\/10.1108\/01443571011012370\/full\/xml","content-type":"application\/xml","content-version":"vor","intended-application":"text-mining"},{"URL":"https:\/\/www.emerald.com\/insight\/content\/doi\/10.1108\/01443571011012370\/full\/html","content-type":"unspecified","content-version":"vor","intended-application":"similarity-checking"}],"deposited":{"date-parts":[[2025,7,24]],"date-time":"2025-07-24T23:55:46Z","timestamp":1753401346000},"score":1,"resource":{"primary":{"URL":"http:\/\/www.emerald.com\/ijopm\/article\/30\/1\/57-74\/146210"}},"subtitle":["The role of modularity and coordination capabilities"],"editor":[{"given":"Desmond","family":"Doran","sequence":"first","affiliation":[]}],"short-title":[],"issued":{"date-parts":[[2010,1,12]]},"references-count":54,"journal-issue":{"issue":"1","published-print":{"date-parts":[[2010,1,12]]}},"alternative-id":["10.1108\/01443571011012370"],"URL":"https:\/\/doi.org\/10.1108\/01443571011012370","relation":{},"ISSN":["0144-3577"],"issn-type":[{"type":"print","value":"0144-3577"}],"subject":[],"published":{"date-parts":[[2010,1,12]]}}}