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arXiv · 2405.15042

Modularity, Architectural Innovation, and New Venture Success

Likun Cao·Ziwen Chen·James Evans
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Abstract

Startups face a classic dilemma in innovation strategy: should they pursue cumulative, low-risk improvements or disruptive, high-risk breakthroughs? The Henderson and Clark framework suggests that architectural innovation, which reconfigures existing economic modules in novel ways, tends to be disruptive and risky for established organizations, but the success of this strategy for entrepreneurs remains less well understood, largely based on methodological constraints. Building on a complex-economics perspective and advanced computational models, we distinguish architectural innovation from modular innovation, which incrementally updates economic modules, and modular invention, which forges new ones, within the entrepreneurship context. Then we examine how each strategy influences startup performance. We analyze 298,915 U.S. venture-funded start-ups from 1976-2020, embedding company descriptions within a dynamic semantic space constructed from business and patent discourse to measure innovation structure across the entire economy. Event history models reveal that architectural innovation leads to successful IPOs and high-value acquisitions, while both modular innovation and invention increase the risk of failure. By comparing the outcomes of architectural and modular innovation and invention, this paper reveals that what is typically seen as the riskiest form of innovation can, for startups, be the safest route to success. This reconceptualization inverts the trade-off between exploration-exploitation typically assumed in organizational learning with critical implications for entrepreneurial strategy and innovation policy.

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Likun Cao, Ziwen Chen, James Evans. 2026-01-05. Modularity, Architectural Innovation, and New Venture Success. https://arxiv.org/abs/2405.15042

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