Towards a Dynamics of Modularity

Our understanding of the interaction between technological structure and organizational structure has made many advances. This chapter 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 diskdrive industry. Organizational traps may emerge, in that companies are not properly aligned with their technologies, but adaptation is difficult. Pathdependent behaviours can result, which intensify these traps.