製品アーキテクチャの変革と開発組織の動態的適応に関する研究 : 自動車産業におけるセンターパネル・モジュールの事例分析から
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概要
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This paper studies how development organizations adapt to transformations in product architecture. Product architecture refers to the fundamental scheme determining how to divide the overall product system into subsystems and coordinating the functional and structural synergy between subsystems (Ulrich, 1995; Fujimoto et al, 2001). Previous works illustrate static adaptation between product architecture and organizational structure: designing integral products requires integral organizational settings, while modular products are best developed by modular organizations. When the architecture of products is transformed, development organizations face difficulties in adapting to the new architecture. Product development requires knowledge of the components that comprise products and the systems that define how components are integrated and linked together. In order to adapt to a new product architecture, organizations have to reconfigure both component and system knowledge. This paper will show that during the transformation period of product architecture it is likely that product development requires integrative organizational settings, regardless of the type of product architecture. In order to deepen understanding of this hypothesis, this paper illustrates the development of automotive center panel modules by Mazda Corp. from the late 1990s through to the 2000s. Center panel modules are a part of the cockpit system and are mainly composed of an audio system, air conditioner and hazard switches. The previous center panels had modular architecture. By integrating the electric circuit boards and operating panels, new center panel modules reduced the number of parts and improved the aesthetic quality of the panels. Although the architecture of the new center panels remained modular, development organizations and processes became quite integrative. Mazda and its suppliers had to work together to redefine the tasks required and to reconfigure interfaces among components and subsystems. Mazda also formed a cross-divisional taskforce that helped related development teams share knowledge and know-how with each other. The result is consistent with the hypothesis and previous works (e.g. Ku, 2002). However, more empirical study will be required to confirm and develop the hypothesis.
- 日本経営学会の論文
- 2006-09-01
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