There is an immense academic and managerial interest in modularization and platform-thinking within the New Product Development community these days – which has generated a lot of interesting research, a few well-documented success cases and a lot of anecdotic stories about the use of standardized modules in new product development. However, very few companies seem to be actually applying modularization and platform-thinking. This pegs the question “if modularization and platform-thinking is such a great idea, how come not everybody has already implemented it?” The Ph.D. research of Agnar Gudmundsson investigates and points towards part of the answer to this puzzle. The research is focused on the implementation of standardized modules in an organization and has followed the implementation process of a determined and convinced Danish company. The study points towards several factors inhibiting implementation of modularization and platform-thinking. On a general level, the very concepts related to modularization, platform, platform-thinking, and so on are often far from clearly defined. This makes the use of existing knowledge difficult. Furthermore, a contingent view of modularization and platform-thinking is much needed, as the concept cannot possible mean the same thing for Levi’s as for a Danish, medium-sized industrial firm. The study also uncovers a set of organizational factors inhibiting implementation all of which are related to the view of new product development applied in many organizations today. Hence, as its final normative contribution the research of Agnar Gudmundsson calls for a new view of new product development to be developed.
|Status||Udgivet - 2003|