The Architecture and Design of Organizational Capabilities

By Michael G. Jacobides. 2006

110 citations recorded by the source corpus.

Subfields: Management Science and Operations Research, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/08353a2d5ac543bdefd9c6f9781c0ff2483daed8

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In Management Science and Operations Research

In Strategy and Management

Citations in the corpus

Introduction - Platforms and Infrastructures in the Digital Age (2018, background): “This view also has been explored in academic research on the strategic manipulation of ﬁrm boundaries by the surrounding “industry architecture” (Jacobides 2006, Jacobides et al. 2006).”
Cui Bono? The Selective Revealing of Knowledge and Its Implications for Innovative Activity (2013, background): “For example, an organization that has its knowledge based modularized along the layers of industry architecture (Jacobides, 2006) may be able to reveal knowledge only on one layer of the industry architecture and at the same time retain relatively secure revenue streams originating from activities o”
Designing the Boundaries of the Firm: From Make, Buy, or Ally to the Dynamic Benefits of Vertical Architecture (2006, unknown): “First, we have not discussed the process of the changes in Fashion Inc.’s vertical architecture, including the role of process redesign and changes in the information technology infrastructure that enabled the permeable structure (see also a companion paper Billinger and Jacobides 2006).”
The Mirroring Hypothesis: Theory, Evidence and Exceptions (2016, background): “Their structures can arise through an evolutionary process as described above, but they are also targets of design (Baldwin and Clark, 2000; Jacobides, 2006; Puranam et al., 2014).”
The Influence of Prior Industry Affiliation on Framing in Nascent Industries: The Evolution of Digital Cameras (2012, background): “where in the system firms compete – is an important aspect of new industry emergence ( Jacobides 2006;”
Benefiting from innovation: Value creation, value appropriation and the role of industry architectures (2006, unknown): “More important, it still appears that many industry participants are not fully aware of the competitive implications of changing architecture (Morris and Ferguson, 1993; Iansiti and Levien, 2004; Jacobides, 2005, 2006 ).”