His scientific interests lie mostly in New product development, Process management, Product, Operations management and Process. Kim B. Clark has researched New product development in several fields, including Quality and Manufacturing engineering. The study incorporates disciplines such as Dominant design and Innovation management in addition to Product.
His research integrates issues of Empirical research, Competitive advantage, Building design and Product innovation in his study of Operations management. The Process study combines topics in areas such as Competition, Maturity, Categorization and Patterns of evolution. In his study, he carries out multidisciplinary Technical change and Industrial organization research.
Kim B. Clark spends much of his time researching Modular design, Industrial organization, New product development, Operations management and Production. His work carried out in the field of Modular design brings together such families of science as Option value, Modularity, Systems engineering and Engineering design process. His Industrial organization study incorporates themes from Competition, Marketing and Function.
His New product development research incorporates elements of Quality, Manufacturing engineering, Process management and Product. Kim B. Clark has researched Operations management in several fields, including Business Review, Need to know and Knowledge management. His Production research is multidisciplinary, relying on both Structuring, Profitability index, Control and Industrial Evolution.
Kim B. Clark mainly focuses on Modular design, Industrial organization, Modularity, Operations management and Knowledge management. His biological study spans a wide range of topics, including Modularity, Valuation and Option value. His study in Industrial organization is interdisciplinary in nature, drawing from both Competition, Oligopoly and Encapsulation.
His work on Monopolistic competition as part of general Competition research is often related to Context, thus linking different fields of science. His Modularity research includes elements of Product design, Profitability index and Vertical integration. The study incorporates disciplines such as Need to know, Corporation, Crash and Business Review in addition to Operations management.
Kim B. Clark mostly deals with Distributed transaction, Compensating transaction, Online transaction processing, Transaction cost and Database transaction. He interconnects Transaction processing system, Commerce and Engineering design process in the investigation of issues within Distributed transaction. His Engineering design process study frequently involves adjacent topics like Risk analysis.
The various areas that he examines in his Risk analysis study include Modularity, Systems engineering, Requirements engineering and Mechatronics, System of systems engineering. His Compensating transaction study combines topics from a wide range of disciplines, such as Theory of the firm, Industrial organization and Encapsulation.
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Architectural Innovation: The Reconfiguration of Existing Product Technologies and The Failure of Established Firms
Rebecca M. Henderson;Kim B. Clark.
(1990)
Design Rules: The Power of Modularity
Carliss Y. Baldwin;Kim B. Clark.
(2000)
Revolutionizing Product Development: Quantum Leaps in Speed, Efficiency and Quality
Steven C. Wheelwright;Kim B. Clark.
(1992)
Innovation: Mapping the winds of creative destruction☆
William J. Abernathy;Kim B. Clark;Kim B. Clark.
(1993)
Product Development Performance: Strategy, Organization, and Management in the World Auto Industry
K. B. Clark;T. Fujimoto.
(1991)
Dynamic Manufacturing: Creating the Learning Organization
Robert H. Hayes;Steven C. Wheelwright;Kim B. Clark.
(1988)
MANAGING IN AN AGE OF MODULARITY
Carliss Y. Baldwin;Kim B. Clark.
(1997)
The interaction of design hierarchies and market concepts in technological evolution
Kim B. Clark.
(1985)
Managing New Product and Process Development: Text and Cases
Kim B. Clark;Steven C. Wheelwright.
(1992)
Project scope and project performance: the effect of parts strategy and supplier involvement on product development
K. B. Clark.
(1989)
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