Abstract
The purpose of this paper is to put forward the hypothesis that a transformation from closed integral architecture to quasi-open modular architecture contributes to the achievement of a low-cost competitive strategy by Chinese carmakers. The question, “What is quasi-open architecture in Chinese industry?” is addressed in the theoretical section, followed by the Geely case in the passenger car sector. Two perspectives form the basis of the analysis: that of the carmaker and that of its relationship with suppliers. The findings offer an insight into the competitive strategy of firms in emerging economies and some valuable observations concerning the “catching up” trajectory of Chinese firms.