中文摘要：

组织模块化和技术模块化之间的匹配关系，是设计与架构跨边界研发网络的关键．因而成为通过拓展研发网络边界进行技术追赶的中国企业必须面临并处理的战略问题。本文通过探索性多案例分析。探究全球化情境下组织身份差异及单体技术与系统技术差距带来的双重影响．解构组织模块化和技术模块化间同构／异构的协同方式．建立基于组织模块化和技术模块化协同的跨边界研发网络架构。一方面．本文指出组织模块化和技术模块化的拼合武协同、聚拢式协同、获取式协同、整合式协同是规避由组织身份差异以及单体与系统技术差距带来障碍的重要方式．同时这四种协同方式体现同构／异构的范式；另一方面，本文发现了接受、减弱、回避、整合四种组织身份管理响应机制以保障同构／异构协同的实现。最后，从跨边界研发网络架构障碍克服与协同运作机制以及跨边界研发网络架构设计规则的二元性两个角度阐述了本文结论的启示意义。

英文摘要：

The dynamic synergy between organizational modularization and technological nmdularization is the key of designing and constructing cross-boundary R＆D network, so as to become an essential issue for Chinese firms who seek rapid technology promotion. Based on exploratory multiple case study, this paper analyzes the dual influences of organizational identity difference and technological gap, and deconstructs the isomorphic/isomeric synergy modes of organizational modularization and technological modularization, which would help Chinese firms to find out the optimal choices of building cross-boundary R＆D network. The results show that synergy modes of organizational modularization and technological modularization （i.e., coherent synergy, assembling synergy, acquiring synergy, and integrating synergy） are four main solutions for managing systematic and/or modular technology gaps and organizational identity gaps. Moreover, the results indicate that accepting, weakening, avoidig, and integrating are four kinds of organizational identity management response mechanism to safeguard the realization of synergy. These results have both direct and indirect managerial implications for Chinese firms.