The dynamics of implementing and managing modularity of organizational routines during capability development: Insights from a process model

Past research using the resource-based view of a firm suggests that it is important to consider how firms develop, manage, and deploy resources and capabilities to influence the overall process of strategy formation and implementation. Relatively little research has been conducted in conceptualizing...

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Main Authors: PAN, Shan Ling, PAN, Gary Shan Chi, CHEN, Adela, Hsieh, Ming Huei
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Language:English
Published: Institutional Knowledge at Singapore Management University 2007
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Online Access:https://ink.library.smu.edu.sg/soa_research/694
https://ink.library.smu.edu.sg/context/soa_research/article/1693/viewcontent/The_dynamics_of_implementing_and_managing_modularity_of_organizational_routines_during_capability_development_Insights_from_a_process_model.pdf
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spelling sg-smu-ink.soa_research-16932019-04-01T08:39:46Z The dynamics of implementing and managing modularity of organizational routines during capability development: Insights from a process model PAN, Shan Ling PAN, Gary Shan Chi CHEN, Adela Hsieh, Ming Huei Past research using the resource-based view of a firm suggests that it is important to consider how firms develop, manage, and deploy resources and capabilities to influence the overall process of strategy formation and implementation. Relatively little research has been conducted in conceptualizing how firms implement and manage modularity of organizational routines during capability development. Yet, most companies would benefit from implementing modularity in organizational routines when competing in dynamic market conditions. Such implementations may require fundamental organizational reorientation that incurs significant coordination costs, and in some cases, such modularization attempts may fail, costing organizations significant amounts of valuable resources. This study seeks to conceptualize how modularity of organizational routines can be achieved during the capability development process. We inductively develop a process model of modularization, using qualitative data of an in-depth case study of the capability development experience of a call center. The model reveals that modularization is a complex process, whereby an organization's key functional activities are decomposed into specific operating and strategic routines that are reconfigured iteratively during the process of capability development. Practitioners may derive strategies and tactics from our findings to help them implement and manage the modularity of organizational routines during capability development so as to achieve sustainable competence in fast-moving marketplaces. Researchers should be able to use and develop the theory further with new case studies. 2007-11-01T07:00:00Z text application/pdf https://ink.library.smu.edu.sg/soa_research/694 info:doi/10.1109/tem.2007.906854 https://ink.library.smu.edu.sg/context/soa_research/article/1693/viewcontent/The_dynamics_of_implementing_and_managing_modularity_of_organizational_routines_during_capability_development_Insights_from_a_process_model.pdf http://creativecommons.org/licenses/by-nc-nd/4.0/ Research Collection School Of Accountancy eng Institutional Knowledge at Singapore Management University Accounting Management Information Systems
institution Singapore Management University
building SMU Libraries
continent Asia
country Singapore
Singapore
content_provider SMU Libraries
collection InK@SMU
language English
topic Accounting
Management Information Systems
spellingShingle Accounting
Management Information Systems
PAN, Shan Ling
PAN, Gary Shan Chi
CHEN, Adela
Hsieh, Ming Huei
The dynamics of implementing and managing modularity of organizational routines during capability development: Insights from a process model
description Past research using the resource-based view of a firm suggests that it is important to consider how firms develop, manage, and deploy resources and capabilities to influence the overall process of strategy formation and implementation. Relatively little research has been conducted in conceptualizing how firms implement and manage modularity of organizational routines during capability development. Yet, most companies would benefit from implementing modularity in organizational routines when competing in dynamic market conditions. Such implementations may require fundamental organizational reorientation that incurs significant coordination costs, and in some cases, such modularization attempts may fail, costing organizations significant amounts of valuable resources. This study seeks to conceptualize how modularity of organizational routines can be achieved during the capability development process. We inductively develop a process model of modularization, using qualitative data of an in-depth case study of the capability development experience of a call center. The model reveals that modularization is a complex process, whereby an organization's key functional activities are decomposed into specific operating and strategic routines that are reconfigured iteratively during the process of capability development. Practitioners may derive strategies and tactics from our findings to help them implement and manage the modularity of organizational routines during capability development so as to achieve sustainable competence in fast-moving marketplaces. Researchers should be able to use and develop the theory further with new case studies.
format text
author PAN, Shan Ling
PAN, Gary Shan Chi
CHEN, Adela
Hsieh, Ming Huei
author_facet PAN, Shan Ling
PAN, Gary Shan Chi
CHEN, Adela
Hsieh, Ming Huei
author_sort PAN, Shan Ling
title The dynamics of implementing and managing modularity of organizational routines during capability development: Insights from a process model
title_short The dynamics of implementing and managing modularity of organizational routines during capability development: Insights from a process model
title_full The dynamics of implementing and managing modularity of organizational routines during capability development: Insights from a process model
title_fullStr The dynamics of implementing and managing modularity of organizational routines during capability development: Insights from a process model
title_full_unstemmed The dynamics of implementing and managing modularity of organizational routines during capability development: Insights from a process model
title_sort dynamics of implementing and managing modularity of organizational routines during capability development: insights from a process model
publisher Institutional Knowledge at Singapore Management University
publishDate 2007
url https://ink.library.smu.edu.sg/soa_research/694
https://ink.library.smu.edu.sg/context/soa_research/article/1693/viewcontent/The_dynamics_of_implementing_and_managing_modularity_of_organizational_routines_during_capability_development_Insights_from_a_process_model.pdf
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