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Modular designs and integrating practices: Managing collaboration through coordination and cooperation

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  • Tee, Richard
  • Davies, Andrew
  • Whyte, Jennifer

Abstract

Collaboration 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.

Suggested Citation

  • Tee, Richard & Davies, Andrew & Whyte, Jennifer, 2019. "Modular designs and integrating practices: Managing collaboration through coordination and cooperation," Research Policy, Elsevier, vol. 48(1), pages 51-61.
    • Handle: RePEc:eee:respol:v:48:y:2019:i:1:p:51-61
    DOI: 10.1016/j.respol.2018.07.017
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    6. Stephan Leitner, 2023. "Designing organizations for bottom-up task allocation: The role of incentives," Papers 2301.00410, arXiv.org.
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