The concept of industrial architecture originates from the theory of Teece’s Profiting from Innovation (PFI theory), which extends the analytical level of the theory from the dual relationship to the overall scope of industry, with more emphasis on the dialectical relationship between value creation and value appropriation, and also reflects the wide practice of open innovation. Industrial architecture is different from the industrial structure and the industrial labor division. It is a set of behavioral rules and cognitive frameworks for value configuration and distribution within the industry, and mainly answers the two questions of “who creates value” and “who captures value”. Cognitive legitimacy, path dependence and strategic plasticity are three major characteristics. Firms’ strategy and behavior, technological evolution, demand changes and institutional environment have an important impact on the formation and development of industrial architecture. Based on the views of Jacobides, co-specialization can be divided into two dimensions and form four combinations, which can respectively describe the “competitive-cooperation game industrial architecture” “platform ecosystem industrial architecture” “loose and separate industrial architecture” and “resource-packed industrial architecture”. For Chinese firms, to achieve a more favorable balance between value creation and value appropriation under the perspective of industrial architecture, they should fully understand and grasp China’s huge advantages and potentials of demand, technology and institution, and implement a more dynamic value creation strategy which can reshape industrial architecture, and then achieve a spiral upward cycle of “larger value creation — greater value appropriation”. This article finally builds a theoretical framework for the future research of industrial architecture, deeply discusses the theoretical basis of industrial architecture research, and further believes that “firm complementary asset management and profiting from innovation strategy under industrial architecture” “co-evolution mechanism between firms and industrial architecture” “impact of technology, demand and system on industrial architecture” and “platform strategy and ecosystem construction from the perspective of industrial architecture” are important future research directions in this field.
/ Journals / Foreign Economics & Management
Foreign Economics & Management
LiZengquan, Editor-in-Chief
ZhengChunrong, Vice Executive Editor-in-Chief
YinHuifang HeXiaogang LiuJianguo, Vice Editor-in-Chief
Research on the Origin, Theoretical Framework and Future Prospects of Industrial Architecture
Foreign Economics & Management Vol. 42, Issue 06, pp. 3 - 19 (2020) DOI:10.16538/j.cnki.fem.20200507.101
Summary
References
Summary
[1]Cai Ning,Wu Yishuang.Institutional structure theories of production: the developments, survey and researches outlook[J].Economist.2006(6):73-78.
[2]Cai Ning,et al.Platform Envelopment Strategy Decision and Competitive Advantage Building under the Background of Industrial Convergence—A Case Study of ZDM[J].China Industrial Economics, 2015(5): 96-109.
[3]Huang Kainan,Cheng Zhenyu.The theoretical development of institutional economics and the prospect of Frontier Theory[J].South China Journal of Economics,2018(11):15-26.
[4]Liu Yang,Ying Ying.The Research context and future prospects of architecture theory[J].Foreign Economics&Management.2012(6):76-83.
[5]Liu Zhiyang.From independent innovation to profit from innovation[J].Academic Monthly, 2014(4):88-96.
[6]Luo Min,Zhao Hongmei.Secrets of Made in China:Innovation plus Complementary Assets[J].China Industrial Economics, 2009(5):46-56.
[7]Mei Liang.Focus on value acquisition and sustainable advantages-Interview with global innovation and strategic management guru Professor David Teece[J].Tsinghua Management Review,2017(12):5-13.
[8]Wang Jiexiang.Cross-border Entrepreneurship of Focal Firms, Dual Platform Architecture and Industrial Cluster Ecosystem Upgrading——A Case Study of Jiangsu Yixing Environmental Hospital[J].China Industrial Economics,2018(2):157-175.
[9]Wang Ju.The Endogenous evolution of Appropriation regime and optimization of PFI theory under the condition of open innovation[J].Foreign Economics&Management.2008(12):10-17.
[10]Wang Ju,Zeng Tao.On Open Innovation: A Cognitive Framework Based on Value Identification, Creation and Appropriation[J].Nankai Business Review, 2011, 14(2):114-125.
[11]Wu Yishuang.The Coevolution of Capability Difference, Network Leverage and Platform Competitive Advantage[J].Science of Science and Management of S.& T.,2019, 40 (10):38-53.
[12]Augier, Mie, and David J. Teece, eds. The Palgrave Encyclopedia of Strategic Management[M]. Palgrave Macmillan, 2018.
[13]Brusoni S ,et al. Strategic dynamics in industry architectures and the challenges of knowledge integration[J]. European Management Review, 2009, 6(4):209-216.
[14]Baldwin, Carliss; Clark, Kim. Design rules: The power of modularity[M]. MIT press, 2000.
[15]Gurses, Kerem, and Pinar Ozcan. Entrepreneurship in regulated markets: framing contests and collective action to introduce pay TV in the US. Academy of Management Journal, 2015,58(6): 1709-1739.
[16]Gharajedaghi, Jamshid. Systems thinking: Managing chaos and complexity: A platform for designing business architecture[M]. Elsevier, 2011.
[17]Fabrizio Ferraro, Kerem Gurses. Building architectural advantage in the US motion picture architecture: Lew Wasserman and the Music Corporation of America[J]. European Management Review, 2009, 6(4):233-249.
[18]Fixson, Sebastian K., and Jin-Kyu Park. The power of integrality: Linkages between product architecture, innovation, and industry structure[J]. Research Policy, 2008,37(8): 1296-1316.
[19]Henry Chesbrough. The Logic of Open Innovation: Managing Intellectual Property[J]. California Management Review, 2003, 45(3):33-58.
[20]Jacobides, Michael G., et al. Benefiting from innovation: Value creation, value appropriation and the role of industry architectures[J]. Research policy,2006,35(8):1200 -1221.
[21] Jacobides, Michael G. industry Architecture. The Palgrave Encyclopedia of Strategic Management ,2016, 1-5.
[22]Jacobides, Michael G.; Kudina, Alina. How industry architectures shape firm success when expanding in emerging economies[J]. Global Strategy Journal, 2013, 3(2): 150-170.
[23]Jacobides, Michael G., and Sidney G. Winter. The co-evolution of capabilities and transaction costs: Explaining the institutional structure of production[J]. Strategic Management Journal,2005,26(5): 395-413.
[24]Jacobides, Michael G., and C. Jennifer Tae. Kingpins, bottlenecks, and value dynamics along a sector[J]. Organization Science,2015,26(3): 889-907.
[25]Jacobides M, Cennamo C, Gawer A. Industries, ecosystems, platforms, and architectures: Rethinking our strategy constructs at the aggregate level. Unpublished manuscript, 2015.
[26]Jacobides M G, et al. Towards a theory of ecosystems[J]. Strategic Management Journal, 2018.39(8), 1-22.
[27]Kapoor, Rahul. Persistence of integration in the face of specialization: How firms navigated the winds of disintegration and shaped the industry of the semiconductor architecture[J].Organization Science,2013,24(4): 1195-1213.
[28]Pisano, Gary P., and David J. Teece. How to capture value from innovation: Shaping intellectual property and industry architecture[J]. California management review, 2007,50(1): 278-296.
[29]Priem, Richard L., et al. Demand-side strategy and business models: Putting value creation for consumers center stage[J]. Long Range Planning,2018,51(1): 22-31.
[30]Simon, Herbert A. The Architecture of Complexity[J].Proceedings of the American Philosophical Society,1962,106(6): 467-482.
[31]Santos, Filipe M., and Kathleen M. Eisenhardt. Constructing markets and shaping boundaries: Entrepreneurial power in nascent fields[J]. Academy of Management Journal,2009,52(4): 643-671.
[32] Soda, Giuseppe, and Akbar Zaheer. A network perspective on organizational architecture: performance effects of the interplay of formal and informal organization[J].Strategic Management Journal,2012,33(6): 751-771.
[33]Teece, David J. Profiting from technological innovation: Implications for integration, collaboration, licensing and public policy[J].Research policy,1986,15(6): 285-305.
[34]Teece, David J. Explicating Dynamic Capabilities: The Nature and Microfoundations of (Sustainable) Enterprise Performance[J]. Strategic Management Journal, 28(13):1319-1350.
[35]Tee, Richard, and Annabelle Gawer. Industry architecture as a determinant of successful platform strategies: A case study of the i‐mode mobile Internet service[J]. European Management Review,2009,6(4): 217-232.
[36]Tiwana A. Platform ecosystems: aligning architecture, governance, and strategy[M]. Newnes, 2013.
[37]Ulrich, Karl. The role of product architecture in the manufacturing firm[J].Research policy,1995,24(3): 419-440.
Cite this article
Zheng Zhun, Zhang Fan, Wang Bingfu. Research on the Origin, Theoretical Framework and Future Prospects of Industrial Architecture[J]. Foreign Economics & Management, 2020, 42(6): 3-19.
Export Citations as:
For
ISSUE COVER
RELATED ARTICLES