The Limits to Specialization: Problem Solving and Coordination in ‘Modular Networks’
研究模块化分工的认知局限，通过工程设计案例说明即使产品模块化，仍需知识整合型企业来协调日益专业化的知识和分布式学习过程。
This paper builds upon current research into the organizational implications of ‘modularity’. Advocates of modularity argue that the ‘invisible hand’ of markets is reaching activities previously controlled through the visible hand of hierarchies. This paper argues that there are cognitive limits to the extent of division of labour: what kinds of problems firms solve, and how they solve them, set limits to the extent of division of labour, irrespective of the extent of the market. This paper analyses the cognitive limits to the division of labour, relying on an in-depth case study of engineering design activities. On this basis, it explains why coordinating increasingly specialized bodies of knowledge, and increasingly distributed learning processes, requires the presence of knowledge-integrating firms even in the presence of modular products. Such firms, relying on their wide in-house scientific and technological capabilities, have the ‘authority’ to identify, propose and implement solutions to complex problems. In so doing, they coordinate networks of suppliers of both components and specialized competencies.