The alignment of service architecture and organizational structure

ABSTRACT How does service modularity contribute to performance of service firms and how does organizational architecture facilitate these effects? We propose a new perspective that service modularity contributes to the service performance by increasing efficiency, broadening the service scope, and increasing the visibility of service to customers. Moreover, we bring forward the ambiguous relationship between organization integration and service modularity by holding that organization integration can influence the service modularization process so as to moderate the relationship between service modularity and performance. Our analysis of classic professional service firms (i.e. accounting firms, architecture firms, and law firms) in China, which is a typical emerging market, supports our theoretical framework.

[1]  Margherita Pero,et al.  The supply chain management-marketing interface in product development: An exploratory study , 2013, Bus. Process. Manag. J..

[2]  K. Zhou,et al.  Do managerial ties in China always produce value? Competition, uncertainty, and domestic vs. foreign firms , 2008 .

[3]  Carliss Y. Baldwin,et al.  Managing in an age of modularity. , 1997, Harvard business review.

[4]  David J. Teece,et al.  Expert talent and the design of (professional services) firms , 2003 .

[5]  Richard C.M. Yam,et al.  Supply chain integration and product modularity: An empirical study of product performance for selected Hong Kong manufacturing industries , 2010 .

[6]  Enno Siemsen,et al.  Common Method Bias in Regression Models With Linear, Quadratic, and Interaction Effects , 2010 .

[7]  P. M. Podsakoff,et al.  Self-Reports in Organizational Research: Problems and Prospects , 1986 .

[8]  Diego Campagnolo,et al.  Modularity in KIBS: The Case of Third-Party Logistics Service Providers , 2015 .

[9]  F. Salvadora,et al.  Modularity , product variety , production volume , and component sourcing : theorizing beyond generic prescriptions , 2002 .

[10]  R. Langlois,et al.  Networks and innovation in a modular system: Lessons from the microcomputer and stereo component industries , 1992 .

[11]  Andrew von Nordenflycht What Is a Professional Service Firm? Toward a Theory and Taxonomy of Knowledge-Intensive Firms , 2010 .

[12]  Dan Kärreman,et al.  The Power of Knowledge: Learning from ‘Learning by Knowledge-Intensive Firm’ , 2010 .

[13]  Paavo Ritala,et al.  Key capabilities in knowledge-intensive service business , 2013 .

[14]  P. Lawrence,et al.  Differentiation and Integration in Complex Organizations , 1967 .

[15]  Larry E. Toothaker,et al.  Multiple Regression: Testing and Interpreting Interactions , 1991 .

[16]  James C. Anderson,et al.  STRUCTURAL EQUATION MODELING IN PRACTICE: A REVIEW AND RECOMMENDED TWO-STEP APPROACH , 1988 .

[17]  D. A. Kenny,et al.  The moderator-mediator variable distinction in social psychological research: conceptual, strategic, and statistical considerations. , 1986, Journal of personality and social psychology.

[18]  Juliana Hsuan,et al.  Service Science: The Opportunity to Re-think What We Know About Service Design , 2011, The Science of Service Systems.

[19]  Arnaldo Camuffo,et al.  When the mirror gets misted up: Modularity and technological change , 2014 .

[20]  D. Maister Managing the Professional Service Firm , 1997 .

[21]  R. Langlois Modularity in technology and organization , 2002 .

[22]  Melissa A. Schilling Toward a General Modular Systems Theory and Its Application to Interfirm Product Modularity , 2000 .

[23]  Y. Liu,et al.  Local vs. non-local institutional embeddedness, corporate entrepreneurship, and firm performance in a transitional economy , 2015 .

[24]  K. Weick,et al.  Loosely Coupled Systems: A Reconceptualization , 1990 .

[25]  Arnaldo Camuffo,et al.  The Concept of Modularity in Management Studies: A Literature Review , 2009 .

[26]  Desmond Doran,et al.  An examination of a modular supply chain: a construction sector perspective , 2011 .

[27]  B. Lin,et al.  Original equipment manufacturers (OEM) manufacturing strategy for network innovation agility: the case of Taiwanese manufacturing networks , 2004 .

[28]  Anu Bask,et al.  Matching service strategies, business models and modular business processes , 2010, Bus. Process. Manag. J..

[29]  G. Hanlon Institutional Forms and Organizational Structures: Homology, Trust and Reputational Capital in Professional Service Firms , 2004 .

[30]  J. Broschak,et al.  Managers' Mobility and Market Interface: The Effect of Managers' Career Mobility on the Dissolution of Market Ties , 2004 .

[31]  P. Cardona,et al.  Modularity, strategic flexibility, and firm performance: A study of the home appliance industry , 2002 .

[32]  N. Noorderhaven,et al.  When Does Trust Matter to Alliance Performance , 2006 .

[33]  Anu Bask,et al.  The concept of modularity: diffusion from manufacturing to service production , 2010 .

[34]  Tuure Tuunanen,et al.  Typology for Modular Service Design: Review of Literature , 2012, Int. J. Serv. Sci. Manag. Eng. Technol..

[35]  Juliana H. Mikkola,et al.  Management of Product Architecture Modularity for Mass Customization: Modeling and Theoretical Considerations , 2007, IEEE Transactions on Engineering Management.

[36]  David M. Brock,et al.  Understanding Professionals and Their Workplaces: The Mission of the Journal of Professions and Organization , 2013 .

[37]  Juliana Hsuan,et al.  Service Architecture and Modularity , 2009, Decis. Sci..

[38]  Levent Altinay,et al.  Exploring the relationship between the human resource management practices and growth in small service firms , 2008 .

[39]  George Westerman,et al.  Disruption, disintegration and the dissipation of differentiability , 2002 .

[40]  Felipe A. Csaszar Organizational Structure as a Determinant of Performance: Evidence from Mutual Funds , 2011 .

[41]  Cornelia Dröge,et al.  The effects of product modularity on competitive performance: Do integration strategies mediate the relationship? , 2007 .

[42]  Mark A. Mone,et al.  Professional Service Firms, Knowledge-based Competition, and the Heterachical Organization , 2012 .

[43]  Yuo-Tern Tsai,et al.  The development of modular-based design in considering technology complexity , 1999, Eur. J. Oper. Res..

[44]  Markus Reihlen,et al.  Governance of professional service firms: a configurational approach , 2014 .

[45]  M. Lindell,et al.  Accounting for common method variance in cross-sectional research designs. , 2001, The Journal of applied psychology.

[46]  Pauliina Ulkuniemi,et al.  Creating value for the business service buyer through modularity , 2011 .

[47]  A. Parasuraman,et al.  SERVQUAL: A multiple-item scale for measuring consumer perceptions of service quality. , 1988 .

[48]  HERBERT A. SIMON,et al.  The Architecture of Complexity , 1991 .

[49]  Alan MacCormack,et al.  Exploring the Duality between Product and Organizational Architectures: A Test of the Mirroring Hypothesis , 2011 .

[50]  Terry S. Overton,et al.  Estimating Nonresponse Bias in Mail Surveys , 1977 .

[51]  Alain Pinsonneault,et al.  A Model of Organizational Integration, Implementation Effort, and Performance , 2005, Organ. Sci..

[52]  R. Greenwood,et al.  “P2-Form” Strategic Management: Corporate Practices in Professional Partnerships , 1990 .

[53]  A. Zaheer,et al.  A network perspective on organizational architecture: performance effects of the interplay of formal and informal organization , 2012 .

[54]  Xuerong Peng,et al.  Behind eco-innovation: Managerial environmental awareness and external resource acquisition , 2016 .

[55]  Nofie Iman,et al.  Modularity matters: a critical review and synthesis of service modularity , 2016 .

[56]  Alan MacCormack,et al.  Exploring the Structure of Complex Software Designs: An Empirical Study of Open Source and Proprietary Code , 2006, Manag. Sci..

[57]  Ragnhild Kvålshaugen,et al.  Innovative capabilities in international professional service firms: enabling trade-offs between past, present, and future service provision , 2015 .

[58]  Forrest Briscoe,et al.  From Iron Cage to Iron Shield? How Bureaucracy Enables Temporal Flexibility for Professional Service Workers , 2007, Organ. Sci..

[59]  Scott B. MacKenzie,et al.  Common method biases in behavioral research: a critical review of the literature and recommended remedies. , 2003, The Journal of applied psychology.

[60]  Marcela Miozzo,et al.  Modularity and innovation in knowledge intensive business services: IT outsourcing in Germany and the UK , 2005 .

[61]  Andrew von Nordenflycht Does the emergence of publicly traded professional service firms undermine the theory of the professional partnership? A cross-industry historical analysis , 2014 .

[62]  Roger G. Schroeder,et al.  Interfaces in service modularity: A typology developed in modular health care provision , 2014 .

[63]  Ernesto M. Reza,et al.  Organizational Integration and Process Innovation , 1992 .

[64]  Steven D. Eppinger,et al.  The Misalignment of Product Architecture and Organizational Structure in Complex Product Development , 2004, Manag. Sci..

[65]  S. Brusoni,et al.  Unpacking the Black Box of Modularity: Technologies, Products and Organizations , 2001 .

[66]  M. Alvesson Knowledge Work: Ambiguity, Image and Identity , 2001 .

[67]  Marjolein van Offenbeek,et al.  Service decomposition: a conceptual analysis of modularizing services , 2016 .

[68]  Qiang Tu,et al.  Measuring Modularity-Based Manufacturing Practices and Their Impact on Mass Customization Capability: A Customer-Driven Perspective , 2004, Decis. Sci..