معماری محصول، توانایی های سازمانی و یکپارچه سازی فناوری اطلاعات، به منظور کسب مزیت رقابتی

Increasingly, firms recognize the strategic implications of front-end product design for improving total cost effectiveness. Computer-aided design (CAD) is becoming firms’ competitive weapon beyond its traditional function as a product design tool. Yet, it is unclear how the full potential of IT system, particularly the usage patterns of 3D CAD system, may be realized through organizational capabilities. This paper presents a model of IT system configurations and CAD usage patterns. Next, a typology of IT system configurations is presented based on (1) the degree of CAD integration between assembly makers and suppliers and (2) the structure of product design information (i.e., product architecture). The product architecture of four electronic firms illustrates that information integration through organizational capabilities is more important than IT investment itself. The findings suggest that a Korean firm accomplishes a greater level of IT integration compared to the other two Japanese firms and thus attain better market performance. This study offers valuable insight on effective IT integration strategy for competitive advantage in the global market.

Many IT researchers have focused their attention on the IT's enabling roles of business processes, IT's impact on organizational outcomes, and IT's contribution in creation of business opportunities (Davenport, 2000). Even after years of massive investment on building IT system infrastructure, many Japanese firms have not reaped the benefits in terms of desirable economic and financial outcomes (Park, 2004). Eighty percent of total costs of products is determined between concept design and production stage (Bae, 2003). Increasingly, the strategic attention of many firms is moving toward exploring IT effectiveness in the context of product architecture and organizational capabilities (Fujimoto, 2006a). 3D Computer-aided design (CAD) in particular is no longer a mere product design tool. Instead, it is becoming a strategic core competence (Fujimoto, 2006a, Ku, 2003, Takeda, 2000 and Tan and Vonderembse, 2006). An examination of the usage patterns of CAD system in Japanese auto industry and electronic industry shows noticeable differences. Major Japanese automakers have implemented integrated product development that reflects the high level of dependence among component parts suppliers (Clark & Fujimoto, 1991). Many auto-suppliers commonly use the same CAD systems of their original manufacturers. On the other hand, consumer electronic product manufacturers adopt modular product development because the level of dependence among their component parts suppliers is relatively low. The majority (e.g., 70% or more) of electronic suppliers use diverse CAD systems as they see fit. Since new product development processes reflect the interactions between assembly makers and suppliers, the above differences suggest quite distinct patterns of IT system usage in the two industries. Therefore, an effective IT implementation requires strategic fit with the firm's product architecture and corresponding innovative organizational processes. Otherwise, the potential value of IT remains buried deep within the organizational system.

This study highlights the differences of two product architectures (i.e., open-modular and open-integral) through the case studies of electronic firms. In open-integral product architecture, product functions and process modules are highly interactive while in open-modular architecture, product functions and process modules are somewhat separated. This study confirms that high level of information sharing and process innovation is much more critical in open-integral architecture. This study further demonstrates how CAD system may facilitate process innovation and information sharing in the open-integral product development architecture. This paper conducts case studies of one Korean and two Japanese electronic manufacturers. These case studies are based on in-depth executive interviews and follow-up studies that examine how IT integration is achieved in different organizational contexts. This paper analyzed CAD usage patterns of three electronic firms. CAD is not merely tools for product development; rather, it is related to organizational process as a whole. CAD is useful for product planning, design, engineering and production – in broad level of organizational processes. Different from auto products, electronic products have shorter product life cycle and therefore, reduction of product development time is critical for their competitive advantages. However, two leading Japanese electronic firms have not yet achieved necessary level of process innovation. By failing to accomplish process integration they do not utilize IT's real potential (3D CAD in particular) and their competitive position is seriously weak. The findings suggest that a Korean firm accomplishes a greater level of IT integration compared to the other two Japanese firms and thus attain better market performance. This study offers valuable insight on effective IT integration strategy for competitive advantage in the global market.