1Agarwal R, et al. Spillovers across organizational architec- tures:The role of prior resource allocation and communication in post-acquisition coordination outcomes[J]. Strategic Mana- gement Journal, 2012,33(6) : 710-733.
2Baldwin C and Clark K. Managing in an age of modularity[J]. Harvard Business Review, 1997,75 (5) : 84- 93.
3Boumgarden P, et al. Sailing into the wind: Exploring the rela- tionships among ambidexterity, vacillation, and organizational performance[J]. Strategic Management Journal, 2012,33 (6) : 587-610.
4Brusoni S, et al. Knowledge specialization, organizational cou- pling,and the boundaries o{ the firm: Why do firms know more than they make? [J]. Administrative Science Quarterly, 2001,46(4) :597-621.
5Christensen C M,et al. Disruption, disintegration and the dis- sipation of differentiability[J]. Industrial and Corporate Change,2002,11(5):955 -993.
6Christensen C M,et al. Disruption, disintegration and the dis- sipation of differentiability[J].Industrial and Corporate Change,2002,11(5):955- 993.
7Dietl H,et al. Value creation architectures and competitive ad- vantage: Lessons from the European automobile industry[J]. California Management Review, 2009,51 ( 3 ): 24 - 48.
8Eom J. Modularity and technological change :A primer and synthesis[J]. Asian Journal of Technology Innovation, 2008, 16(2): 1-24.
9Ethiraj S and Levinthal D. Bounded rationality and the search for organizational architecture:An evolutionary perspective on the design of organizations and their evolvability[J].Adminis trative Science Quarterly,2004,49(3) .-404-437.
10Fixson S. Product architecture assessment: A tool to link product, process, and supply chain design decisions[J]. Jour- nal of Operations Management,2005,23(3/4):345-369.