From manufacturing to design: an essay on the work of Kim B. Clark. Harvard Business School Working Paper- 07-057

Sylvain Lenfle and Carliss Y. Baldwin
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Sylvain Lenfle: CRG - Centre de recherche en gestion - X - École polytechnique - IP Paris - Institut Polytechnique de Paris - CNRS - Centre National de la Recherche Scientifique
Carliss Y. Baldwin: CRG - Centre de recherche en gestion - X - École polytechnique - IP Paris - Institut Polytechnique de Paris - CNRS - Centre National de la Recherche Scientifique

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Abstract: In this paper, we describe Clark's research and discuss his contributions to management scholarship and economics. We look at three distinct bodies of work. In the first, Clark (in conjunction with Robert Hayes and Steven Wheelwright) argued that the abandonment by U.S. managers of manufacturing as a strategic function exposed U.S. companies to Japanese competition in terms of the cost and quality of goods. In the second, conducted with Wheelwright, Bruce Chew, Takahiro Fujimoto, Kent Bowen and Marco Iansiti, Clark made the case that product development could be managed in new ways that would lead to significant competitive advantage for firms. Finally, in work conducted with Abernathy, Rebecca Henderson and Carliss Baldwin, Clark placed product and process designs at the center of his explanation of how innovation determines the structure and evolution of industries.

Keywords: project management; Automotive Industry; Kim Clark; Design Structure Matrix; Design Theory; Product Architecture; Modularity; Computer Industry; New Product Development; Management systems; Innovation Management (search for similar items in EconPapers)
Date: 2007
Note: View the original document on HAL open archive server: https://hal.science/hal-00263358v1
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Published in 2007

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