Towards a Dynamics of Modularity

Our understanding of the interaction between technological structure and organisational structure has made many advances. Argues that a more dynamic conception of the relationship is necessary in order to capture important elements that otherwise go unnoticed. Illustrations of a dynamic conception are offered, based on empirical research in the disk-drive industry. Organisational traps may emerge, in that companies are not properly aligned with their technologies, but adaptation is difficult. Path dependent behaviours can result, which intensify these traps.