This paper looks at the different strategies that two of the tire industry’s most prominent players, Pirelli and Michelin, deployed to exploit a radical process innovation: robotized, modular manufacturing. This paper argues that Pirelli, originally the technological follower, could develop a more nuanced, complex and ultimately successful strategy thanks to its superior knowledge integration capabilities. Empirically, we examine the structural characteristics and evolution of inventors’ networks in the two companies to reveal their knowledge integration capabilities. We apply the cohesive blocking method developed by White and Harary (Sociol Methodol 31(1):305–359, 2001 ) to argue that Pirelli, while relying on comparable skills in terms of technical fields, leveraged a more connected, cohesive and structured skills than Michelin. On this basis, it could develop and deploy a more complex strategy that better fit the characteristics of the new process technology. Pirelli’s knowledge network structure enhanced its knowledge integration capabilities and allowed for a more efficient fit between technology and strategy.

This article studies how a world-leading technology-intensive firm organized to renew its architectural knowledge (AK) to escape the mirroring trap. On the strength of a longitudinal, in-depth, qualitative study, we develop a process model that identifies the phases, learning modes, and core design decisions that led to new AK. The analysis of our case highlights that the development of architectural and component knowledge could not be perfectly separated. Further, we infer that the renewal of AK can be attained through partial mirroring and by dissolving extant technical and organizational boundaries. Finally, we show how resource constraints affect the extent of AK generation.

‘Front-loading’, proficiency in new product development (NPD) early planning, is commonly acknowledged to improve performance. However, there is little empirical evidence on the micro-processes that improve NPDspecific efficiency outcomes. This paper analyses the specific front-loading capabilities needed to reduce waste in NPD. We investigate 53 NPD projects pursued between 2007 to 2012 by a company in the factory automation and control industry. Archival project documents are used to identify front-loading activities and efficiency outcomes; interviews were conducted with project managers and engineers. The results show that projects with systematic knowledge integration at the front-end show significantly better schedule attainment than projects with no systematic knowledge integration at the front-end. Front-loading capabilities are best described as knowledge transfer from past projects. There is also evidence that knowledge integration from downstream functions and testing has a joint impact on time efficiency.

This study reports the preliminary results of an inductive, longitudinal study about the micro-level processes of knowledge integration underpinning the emergence of architectural knowledge. We investigated a two-year innovation project of a world leading chemical processing machine developer. A process model is introduced in which knowledge is generated first at the functional level, to be then aggregated into modules, on which basis finally a new system architecture is established. We also show that the knowledge integration processes and the emergence of architectural knowledge are affected by the shift from learning before doing (on the basis of, e.g., computer simulations) to learning by doing (i.e. building and testing prototypes. Whereas individual teams and separated projects are sources of specialist knowledge, generalist knowledge is developed on the strength of an integrated communication and control structure that cut across teams’ boundaries. This structure is necessary to enable the parallel exploration of alternative concepts at the level of module, while managing the imbalances generated by the uneven rates of development of the complementary modules.