A field study of the software design process for large systems
Communications of the ACM
Understanding the elements of system design
Critical issues in information systems research
Information systems development and data modeling: conceptual and philosophical foundations
Information systems development and data modeling: conceptual and philosophical foundations
The sciences of the artificial (3rd ed.)
The sciences of the artificial (3rd ed.)
Localization of Knowledge and the Mobility of Engineers in Regional Networks
Management Science
Digital Control of Dynamic Systems
Digital Control of Dynamic Systems
Design Rules: The Power of Modularity Volume 1
Design Rules: The Power of Modularity Volume 1
Modern Control Systems
Industrial Digital Control Systems
Industrial Digital Control Systems
Information Systems Research
Knowledge Management Processes and International Joint Ventures
Organization Science
The Impact of Information Technology on Coordination: Evidence From the B-2
Organization Science
Redesigning Human Systems
The Business of Systems Integration
The Business of Systems Integration
Evolving car designs using model-based automated safety analysis and optimisation techniques
Journal of Systems and Software - Special issue: Computer software & applications
Strategy, Systems and Scope (The Strategy Series)
Strategy, Systems and Scope (The Strategy Series)
Making Design Rules: A Multidomain Perspective
Organization Science
From Organization Design to Organization Designing
Organization Science
Object-oriented analysis and design with applications, third edition
Object-oriented analysis and design with applications, third edition
How to steer an embedded software project: tactics for selecting the software process model
Information and Software Technology
Information Systems Research
Organizing for Innovation in the Digitized World
Organization Science
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In this study of the U.S. automobile industry, we highlight the way the division of innovative labor across firms in the supply chain can be influenced by a particular form of digital innovation known as “digital control systems.” Digital control systems are becoming ubiquitous in complex products, and these digital innovations integrate other components across a product structure and introduce a level of indeterminacy and unpredictability in the organization of the interfirm division of innovative labor. Much of organizational scholarship holds that accompanying a shift toward increasingly modular product structures, component suppliers are engaging in relatively more design and invention around the components that they supply. We find that the evolution of digital controls may reverse this pattern, because in the wake of a major shift in the digital controls technology, suppliers actually engage in relatively less component innovation in comparison with their large manufacturing customers. To explain this shift, we characterize complex product structures in terms of two distinct product hierarchies: the inclusionary and the digital control hierarchy. In using this distinction to analyze the evolution of automotive emission control systems from 1970 to 1998, we reconcile two competing views about the interfirm division of innovative labor.