Advanced Search
MyIDEAS: Login

Strategic product creation: Managing new interactions of technology, markets, and organizations

Contents:

Author Info

  • Sanchez, Ron
Registered author(s):

    Abstract

    Product competition in a growing number of markets is undergoing a profound transformation. Some firms are now beginning to use new kinds of 'flexible designs' for products and organizations to pursue innovative product strategies that generate unprecedented levels of product variety and change. This article explores the ongoing changes in strategies for designing products and for organizing development processes that are driving this transformation of product competition. Different kinds of competitive conditions require different kinds of strategies. Basic strategy concepts and derived product strategies are compared for stable, evolving, and dynamic product markets. Concepts of modularity in products and organizations are argued to be the core concepts driving the new kinds of product strategies now emerging in dynamic product markets. Modular product design is distinguished from traditional approaches to designing products, and the potential competitive advantages to be derived from modular product design strategies are elaborated. Modularity in product designs allows the decoupling of processes for developing new products, enabling those processes to become concurrent, autonomous, and distributed and making possible the adoption of modular organization designs for product development. The 'quick-connect' electronic interfaces of shared CAD/CIM systems may allow firms to create electronically mediated product development networks that further enhance the flexibility of modular product creation processes. Modularity in products and organizations requires new concepts for strategically managing knowledge. Creating modular product architectures requires an intentional and disciplined decoupling of technology development and product development. As a consequence, modular product design leads to better understanding of the state of a firm's current knowledge and makes possible more effective strategic management of new technology development. A hierarchy of organizational knowledge that distinguishes know-how, know-why, and know-what forms of knowledge is presented as a basis for developing new strategies for leveraging and controlling knowledge in product creation networks. This article concludes by arguing that success - and perhaps even survival - in product competition will increasingly depend on more effective strategic management of product, organization, and knowledge architectures.

    Download Info

    If you experience problems downloading a file, check if you have the proper application to view it first. In case of further problems read the IDEAS help page. Note that these files are not on the IDEAS site. Please be patient as the files may be large.
    File URL: http://www.sciencedirect.com/science/article/pii/0263237395000569
    Download Restriction: Full text for ScienceDirect subscribers only

    As the access to this document is restricted, you may want to look for a different version under "Related research" (further below) or search for a different version of it.

    Bibliographic Info

    Article provided by Elsevier in its journal European Management Journal.

    Volume (Year): 14 (1996)
    Issue (Month): 2 (April)
    Pages: 121-138

    as in new window
    Handle: RePEc:eee:eurman:v:14:y:1996:i:2:p:121-138

    Contact details of provider:
    Web page: http://www.elsevier.com/wps/find/journaldescription.cws_home/115/description#description

    Order Information:
    Postal: http://www.elsevier.com/wps/find/journaldescription.cws_home/115/bibliographic
    Web: http://www.elsevier.com/wps/find/journaldescription.cws_home/115/bibliographic

    Related research

    Keywords:

    References

    No references listed on IDEAS
    You can help add them by filling out this form.

    Citations

    Citations are extracted by the CitEc Project, subscribe to its RSS feed for this item.
    as in new window

    Cited by:
    1. Wang, Jian & Cao, De-bi, 2008. "Relationships between two approaches for planning manufacturing strategy: A strategic approach and a paradigmatic approach," International Journal of Production Economics, Elsevier, vol. 115(2), pages 349-361, October.
    2. Zhang, Qingyu & Vonderembse, Mark A. & Cao, Mei, 2009. "Product concept and prototype flexibility in manufacturing: Implications for customer satisfaction," European Journal of Operational Research, Elsevier, vol. 194(1), pages 143-154, April.
    3. Sanchez, Ron, 2004. "Understanding competence-based management: Identifying and managing five modes of competence," Journal of Business Research, Elsevier, vol. 57(5), pages 518-532, May.
    4. Slowak, André P., 2009. "Market fields structure & dynamics in industrial automation," FZID Discussion Papers 02-2009, University of Hohenheim, Center for Research on Innovation and Services (FZID).

    Lists

    This item is not listed on Wikipedia, on a reading list or among the top items on IDEAS.

    Statistics

    Access and download statistics

    Corrections

    When requesting a correction, please mention this item's handle: RePEc:eee:eurman:v:14:y:1996:i:2:p:121-138. See general information about how to correct material in RePEc.

    For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: (Zhang, Lei).

    If you have authored this item and are not yet registered with RePEc, we encourage you to do it here. This allows to link your profile to this item. It also allows you to accept potential citations to this item that we are uncertain about.

    If references are entirely missing, you can add them using this form.

    If the full references list an item that is present in RePEc, but the system did not link to it, you can help with this form.

    If you know of missing items citing this one, you can help us creating those links by adding the relevant references in the same way as above, for each refering item. If you are a registered author of this item, you may also want to check the "citations" tab in your profile, as there may be some citations waiting for confirmation.

    Please note that corrections may take a couple of weeks to filter through the various RePEc services.