服务模块化研究脉络、基准与展望——基于国外文献的分析
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外国经济与管理 2015 年 第 37 卷第 01 期, 页码：43 - 51
摘要
参考文献
摘要
服务模块化作为一个新兴问题,既是模块化理论在研究焦点上的转变,也是服务创新研究的新拓展。尽管服务模块化研究至少可追溯至20年前,但研究观点的大量呈现则是新近发生的现象。本文在文献研究基础上,首先从运营和战略方面对六条研究脉络进行了梳理,然后对服务模块化的研究基准(操作对象、理论空间和研究方法)进行了分析,最后提出若干颇具潜力的未来研究方向。
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1 Daft(1978)的创新“双核心理论”认为,企业里的创新主要分为技术型创新和管理型创新两大类,技术创新包括产品和流程创新,主要涉及企业中产品、服务和工艺流程技术以及如何把原材料转化为商品等技术的方面;而管理创新包括组织结构、文化、管理制度、控制系统以及协同机制等社会的、非技术的方面。
[2]Bhmann T,et al.Implementing International Services:A Tailorable Method for Market Assessment,Modularization,and Process Transfer:Gabler Verlag,2012.
[3]Baldwin C and Clark K.Managing in the age of modularity.Harvard Business Review,1997,75(5):84-93.
[4]Baldwin C Y.Where do transactions come from?Modularity,transactions,and the boundaries of firms.Industrial and Corporate Change,2008,17(1):155-195.
[5]Barney J.Firm Resources and Sustained Competitive Advantage.Journal of Management,1991,17(1):99-120.
[6]Bask A,et al.The concept of modularity:diffusion from manufacturing to service production.Journal of Manufacturing Technology Management,2010,21(3):355-375.
[7]Blok C,et al.Modular care and service packages for independently living elderly.International Journal of Operations&Production Management,2010,30(1):75-97.
[8]Carlborg,P and Kindstrm,D.Service process modularization and modular strategies.Journal of Business&Industrial Marketing,2014,29(4):313-323.
[9]Ellram,L M,et al.Offshore outsourcing of professional services:A transaction cost economics perspective.Journal of Operations Management,2008,26(2):148-163.
[10]Fredriksson P.Mechanisms and rationales for the coordination of a modular assembly system:The case of Volvo Cars.International Journal of Operations&Production Management,2006,26(4):350-370.
[11]Furlan,A,et al.When the mirror gets misted up:Modularity and technological change.Strategic Management Journal,2014,35(6):789-807.
[12]Geum,Y.,Kwak,R.,Park,Y.Modularizing services:A modified HoQ approach.Computers&Industrial Engineering,2012,62(2):579-590.
[13]Govindarajan V,et al.The Effects of Mainstream and Emerging Customer Orientations on Radical and Disruptive Innovations.Journal of Product Innovation Management,2011,28(s1):121-132.
[14]Hipp C and Grupp H.Innovation in the service sector:The demand for service-specific innovation measurement concepts and typologies.Research Policy,2005,34(4):517-535.
[15]Jacobides M G.Industry Change through Vertical Dis-integration:How and Why Markets Emerged in Mortgage Banking.Academy of Management Journal,2005,48(3):465-498.
[16]MacCormack A,Exploring the duality between product and organizational architectures:A test of the“mirroring”hypothesis.Research Policy,2012,41(8):1309-1324.
[17]Meyer M H,et al.Applying platform design to improve the integration of patient services across the continuum of care.Managing Service Quality,2007,17(1):23-40.
[18]Miozzo M and Grimshaw D.Modularity and innovation in knowledge-intensive business services:IT outsourcing in Germany and the UK.Research Policy,2005,34(9):1419-1439.
[19]Pekkarinen S and Ulkuniemi P.Modularity in developing business services by platform approach.The International Journal of Logistics Management,2008,19(1):84-103.
[20]Rajahonka M,et al.Modularity and customisation in LSPs’service strategies.International Journal of Services and Operations Management,2013,16(2):174-204.
[21]Safizadeh M H,et al.An empirical analysis of financial services processes with a front-office or back-office orientation.Journal of Operations Management,2003,21(5):557-576.
[22]Safizadeh M H,et al.Sourcing practices and boundaries of the firm in the financial services industry.Strategic Management Journal,2008,29(1):79-91.
[23]Sanchez R.Modular Architectures in the Marketing Process.The Journal of Marketing,1999,63:92-111.
[24]Schilling M A Toward a General Modular Systems Theory and Its Application to Interfirm Product Modularity.The Academy of Management Review,2000,25(2):312-334.
[25]Schilling M A and Steensma H K.The use of modular organizational forms:An industry-level analysis.Academy of Management Journal,2001,44(6):1149-1168.
[26]Sundbo,J.The Service economy.Standardization or Customization?A Dilemma for Service Firms and Economic Theory.The Service Industries Journal,2002,22(4):93-116.
[27]Tuunanen T and Cassab H.Service Process Modularization:Reuse Versus Variation in Service Extensions.Journal of Service Research,2011,14(3):340-354.
[28]Tuunanen T,et al.Typology for Modular Service Design:Review of Literature.International Journal of Service Science,Management,Engineering,and Technology,2012,3(3):99-112.
[29]Voss C A and Hsuan J.Service Architecture and Modularity.Decision Sciences,2009,40(3):541-569.
[30]Youngdahl W and Ramaswamy K.Offshoring knowledge and service work:A conceptual model and research agenda.Journal of Operations Management,2008,26(2):212-221.
[31]张桥云,陈跃军.银行存款:契约性质、微观结构与产品设计.金融研究,2009,(8):137-146.
1 Daft(1978)的创新“双核心理论”认为,企业里的创新主要分为技术型创新和管理型创新两大类,技术创新包括产品和流程创新,主要涉及企业中产品、服务和工艺流程技术以及如何把原材料转化为商品等技术的方面;而管理创新包括组织结构、文化、管理制度、控制系统以及协同机制等社会的、非技术的方面。
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陶颜, 魏江. 服务模块化研究脉络、基准与展望——基于国外文献的分析[J]. 外国经济与管理, 2015, 37(1): 43–51.
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