Publication Type

Journal Article

Version

submittedVersion

Publication Date

2-2013

Abstract

Little research has examined the integration challenges in globally disaggregated value chains in a complex NPD effort or the tools managers use to overcome such challenges. Drawing on Boeing's 787 program, we highlight integration challenges Boeing faced and how it addressed them through recourse to partial co-location, establishing a centralized integration support center, reintegrating some activities performed by suppliers, and using its bargaining power to facilitate changes. The integration tools Boeing employed were geared toward two primary objectives: (1) gaining increased visibility of actions and visibility of knowledge networks across partner firms; and (2) motivating partners to take actions to improve visibility. These findings add empirical traction to the theoretical debate around the integration tools and the role of authority in the knowledge-based view of the firm.

Keywords

global integration, qualitative study, activity and knowledge visibility, knowledge-based view of the firm, disaggregated value chains

Discipline

Business | Organizational Behavior and Theory | Strategic Management Policy

Research Areas

Strategy and Organisation

Publication

Global Strategy Journal

Volume

3

Issue

1

First Page

41

Last Page

66

ISSN

2042-5805

Identifier

10.1111/j.2042-5805.2012.01050.x

Publisher

Wiley

Additional URL

https://doi.org/10.1111/j.2042-5805.2012.01050.x

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