Photo of John Paul MacDuffie

John Paul MacDuffie

Associate Professor

Research Interests: links between corporate strategy and high-performance work systems, flexible/lean production systems, organizational learning, collaborative problem-solving, diffusion of management practices, product, organizational, and industry architecture, determinants of location decisions, managing people over distance

Links: CV


  • John Paul MacDuffie (2013), Modularity-as-Property, Modularization-as-Process, and ‘Modularity’-as-Frame: Product Architecture Initiatives in the Global Auto Industry, Global Strategy Journal, 3, 8 - 40.    Abstract
  • Michael Jacobides, John Paul MacDuffie (2013), How to Drive Value Your Way, Harvard Business Review  
  • Harry C. Katz, John Paul MacDuffie, Frits K. Pil, "Crisis and Recovery in the U.S. Auto Industry: Tumultuous Times for a Collective Bargaining Pacesetter". In Collective Bargaining Under Duress: Case Studies of Major North American Industries, edited by Howard R Stanger, Paul F Clark, Ann C Frost, (2013), (forthcoming).  
  • John Paul MacDuffie (2011), Inter-organizational trust and the dynamics of distrust, Journal of International Business Studies, 42(1): 35-47.    Abstract
  • John Paul MacDuffie, K. Jaewon, F. K. Pil (2010), Employee Voice and Organizational Performance: Team vs. Representative Influence, Human Relations, 63(3): 371-394.    Abstract
  • John Paul MacDuffie, Takahiro Fujimoto (2010), Get Ready for the Complexity Revolution: Why Automakers Will Keep Ruling the Auto Industry, Harvard Business Review  
  • Paul S. Adler, Mary Benner, David J. Brunner, John Paul MacDuffie, Emi Osono, Bradley R. Staats, Hirotaka Takeuchi, Michael L. Tushman, Sidney G Winter (2009), Perspectives on the Productivity Dilemma, Journal of Operations Management, 27: 99-113.  
  • John Paul MacDuffie (2008), HRM and Distributed Work: Managing People Over Distance, Academy of Management Annals  
  • John Paul MacDuffie, S. Helper (2007), Collaboration in Supply Chains: With and Without Trust, The Firm as Collaborative Community, Charles Heckscher and Paul Adler (eds.), New York: Oxford University Press, 416-466.
  • Bruce Kogut, John Paul MacDuffie, Charles Ragin (2004), Prototypes and Strategy: Assigning Causal Credit Using Fuzzy Sets, European Management Review, 1: 114-131.    Abstract
  • Susan Helper, John Paul MacDuffie (2003), B2B and Modes of Exchange: Evolutionary and Transformative Effects, The Global Internet Economy, 331-380.  
  • John Paul MacDuffie (2003), Leaning Towards Teams: Divergent and Convergent Trends in Diffusion of Lean Production Work Practices, Negotiations and Change, 94-116.  
  • Larry W. Hunter, John Paul MacDuffie, Lorna Doucet (2002), What Makes Teams Take? Employee Reactions to Work Reforms, Industrial and Labor Relations Review, 55(3).    Abstract
  • Harry C. Katz, John Paul MacDuffie, Frits K. Pil (2002), Autos: Continuity and Change in Collective Bargaining, Collective Bargaining in the Private Sector, 55-90.  
  • S. Helper, John Paul MacDuffie, C. Sabel (2000), Pragmatic Collaborations: Advancing Knowledge While Controlling Opportunism, Industrial and Corporate Change, 9(3).    Abstract
  • Frits K. Pil, John Paul MacDuffie (1999), What Makes Transplants Thrive: Managing the Transfer of, Journal of World Business, 34(4): 372-391.    Abstract
  • John Paul MacDuffie (1997), The Road to 'Root Cause': Shop-Floor Problem-Solving at Three Auto Assembly Plants, Management Science, 43(4): 479-502.    Abstract
  • John Paul MacDuffie, S. Helper (1997), Creating Lean Suppliers: Diffusing Lean Production Through the Supply Chain, California Management Review, 39(4): 118-151.    Abstract
  • F.K. Pil, John Paul MacDuffie (1996), The Adoption of High Involvement Work Practices, Industrial Relations, 35(3): 423-455.    Abstract
  • John Paul MacDuffie, K. Sethuraman, M. L. Fisher (1996), Product Variety and Manufacturing Performance: Evidence from the International Automotive Assembly Plant Study, Management Science, 42(3): 350-369.    Abstract  Related Materials
  • John Paul MacDuffie (1996), International Trends in Work Organization in the Auto Industry: National-Level vs. Company-Level Perspectives, The Comparative Political Economy of Industrial Relations, 71-113.  
  • John Paul MacDuffie, Frits K. Pil (1996), From Fixed to Flexible: Automation and Work Organization Trends from the International Assembly Plant Study, Transforming Auto Assembly, 238-254.  
  • John Paul MacDuffie (1995), Human Resource Bundles and Manufacturing Performance: Organizational Logic and Flexible Production Systems in the World Auto Industry, Industrial and Labor Relations Review, 48(2): 197-221.    Abstract
  • John Paul MacDuffie, T.A. Kochan (1995), Do U.S. Firms Invest Less in Human Resources? Training in the World Auto Industry, Industrial Relations, 34(2): 147-168.    Abstract
  • C. Ittner, John Paul MacDuffie (1995), Explaining Plant-Level Differences In Manufacturing Overhead: Structural And Executional Cost Drivers In The World Auto Industry, Production and Operations Management, 4(4): 312-334.    Abstract
  • Harry C. Katz, John Paul MacDuffie (1995), Collective Bargaining in the U.S. Auto Assembly Sector, Contemporary Collective Bargaining in the Private Sector, 181-224.  
  • Marshall L. Fisher, Anjani Jain, John Paul MacDuffie (1995), Strategies for Product Variety: Lessons from the Auto Industry, Redesigning the Firm, 116-154.  
  • John Paul MacDuffie (1995), Workers’ Roles in Lean Production: The Implications for Worker Representation, Lean Work: Empowerment and Exploitation in the Global Auto Industry, 54-69.  
  • John Paul MacDuffie, Frits K. Pil (1995), The International Assembly Plant Study: Philosophical and Methodological Issues, Lean Work: Empowerment and Exploitation in the Global Auto Industry, 181-196.  
  • Anjani Jain, Marshall L. Fisher, John Paul MacDuffie, Strategies for Product Variety: Lessons From the Auto Industry (1994).  
  • John Paul MacDuffie, John F. Krafcik (1992), Integrating Technology and Human Resources for High Performance Manufacturing: Evidence from the International Auto Industry, Transforming Organizations, 209-226.