Product Modularization and Organizational Coordination
Paper i proceeding, 2003
Existing literature on product modularization proposes that by standardizing module interfaces, it is possible to avoid the exercise of overt managerial authority in
coordinating the development process. We test this assumption by investigating two product modules in a car development project. Despite having standardized and
simple interfaces to other modules, managerial involvement in coordination was still needed. Some problems could not be solved by mutual adjustment. The conclusion is
that dividing a product into modules and modularizing the development organization, does not do away with the need for a managerial hierarchy making important decisions, as suggested in the literature.