Photo of John Paul MacDuffie

John Paul MacDuffie

Professor of Management

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  
  • 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.  
  • Paul S. Adler, Mary Benner, David J. Brunner, John Paul MacDuffie, Emi Osono, Bradley Staats, Hirotaka Takeuchi, Michael L. Tushman, Sydney G. Winter (2009), Perspectives on the Productivity Dilemma, Journal of Operations Management, 27 (2), 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.  
  • 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.