3. Methodology
3.4. Statistical analysis
Research work as such is a way of thinking through modularity and platforms; when you think inductively, you make conclusions about general ideas (a platform) starting from a particular case (a module), and when you think deductively, you make conclusions about particular cases (modules) starting from a general idea (a platform). Scientific analysis of phenomena usually proceeds through successive phases of disaggregation and aggregation. Aggregation means putting things together that are not necessarily connected and disaggregation is its opposite. Categorizing, sorting, picking and packing can even be seen in primitive hunter-gatherer societies; it can be argued that thinking with modules and platforms is not only an essential basis for all scientific thinking, but a profoundly human feature. However, the increasing complexity of systems makes this kind of approach more and more important.
Voss and Hsuan (2009) claim that service architecture is an important enabler of agility, and that the architecture must be designed with agility in mind. Normally, innovations have been classified as incremental or radical (e.g. Maidique and Zirger, 1984; Dewar and Dutton, 1986). Henderson and Clark (1990) build their theory of innovations on the classical division of radical and incremental innovation, but add two further types of innovations, namely architectural and modular innovations. Modular innovations change the component designs, and architectural innovations change the relationships between the components. Thus an architectural innovation reconfigures an established system so that, while the existing components are still useful, the way they are linked together changes. If a firm meets an architectural innovation, much of its old knowledge is still useful, but some of its knowledge is either inappropriate or disadvantageous in the new situation (Henderson and Clark, 1990). The typology of innovations presented by Henderson and Clark (1990) also illustrates the different routes of business model innovation and development that are available for a firm; business models can be changed in an incremental or radical manner, but also in a modular or architectural manner. Thus, more research on service architecture and its relation to innovations is needed.
There is another interesting question in the service context related to the concept of “innovations in between” presented by Yoo et al. (2010).
“Innovations in between”, meaning interface innovations, are opposite to
“module innovations”. The question is whether the interface innovations are, in fact, more important in the service context than in the product context. Service interfaces and the innovations related to them are
Conclusions, discussion and future research
interesting topics for future research (de Blok et al., 2009), and more empirical research would be needed on these, as it is “an area posited as important but where we have little detailed understanding” (Voss and Hsuan, 2009). Logistics is an industry involving multiple network partners often operating around the globe. That is why the importance of interfaces cannot be emphasized too much in logistics. The modularity approach to the future research of logistics may bring new perspectives to the discussion on interfaces.
More research is needed related to process modularity, which is of utmost important in the service context, but maybe the least researched area of modularity so far. The challenge is that process modules have fewer degrees of freedom than modules of a typical modular product. Process modules often cannot be seen as totally independent parts of a system, because phases of work usually have a natural sequence related to each other. To give an example from logistics, delivery cannot occur before pick-up or haulage. As service products can typically be described as processes, research on service modularity has significant potential to reveal new features of the concept of modularity related to processes. It must also be mentioned that research topics on process modularity and interfaces are closely interconnected. Maybe one of the distinctions that must be taken into consideration in future research is an observation of Huemer (2006) that pooled interdependencies, i.e. cases where organizational activities share common resources, can typically be coordinated by standardization, but sequential interdependencies must be coordinated by planning, and reciprocal interdependencies by mutual adjustment involving information exchange during the action. This may lead to the conclusion that planning and mutual adjustments cannot be wholly replaced by standardization of modules and interfaces at the process and organizational levels.
The special features of customization in a service context would also require more research, as it is obvious that at least some services have a different logic related to customization than do products, as client involvement late in the service production cycle may allow more adaption to client needs (de Blok et al., 2010). Supposedly, this is due to the fact that services evolve as they are defined during the service process and as the understanding of specific customer requirements becomes clearer (see paper 6).
Combining business models and modularity perspectives extends modularity research to a new field of academic research, and helps to open up new research avenues. More extensive business model approaches (for example Osterwalder 2004; Osterwalder and Pigneur, 2009) suggest that there are still issues concerning business model modularity that have not
yet attracted the attention of academic researchers – for example, the modularity of customer relationships or the modularity of revenue or cost streams. More research would be needed in the future related to these topics.
References
References
Aastrup, J. Halldórsson, A. (2008),"Epistemological role of case studies in logistics: A critical realist perspective", International Journal of Physical Distribution & Logistics Management, Vol. 38 Iss: 10 pp. 746–763.
Afuah A. and Tucci C (2000), Internet business models and strategies: Text and case. McGraw-Hill Higher Education, New York.
Apte U.M. and Vepsäläinen A.P.J. (1993), “High Tech or High Touch? Efficient Channel Strategies for Delivering Financial Services”, Journal of Strategic Information Systems, March, pp. 39-54.
Araujo, L and Spring, M. (2006), “Services, products, and the institutional structure of production”, Industrial Marketing Management, Vol. 35, No. 7, pp.
797–805.
Arlbjørn, J.S. and Halldórsson, A. (2002),"Logistics knowledge creation:
reflections on content, context and processes", International Journal of Physical Distribution & Logistics Management, Vol. 32 Iss: 1, pp. 22–40.
Arlbjørn, J.S., Jonsson, P. and Johansen, J. (2008), “Nordic research in logistics and supply chain management: an empirical analysis”, International Journal of Physical Distribution & Logistics Management, Vol. 38 No. 6, pp. 452-474.
Arnheiter, E.D. and Harren, H. (2005), “A typology to unleash the potential of modularity”, Journal of Manufacturing Technology Management, Vol. 16, Iss. 7, pp. 699-711.
Arnheiter, E.D. and Harren, H. (2006), “Quality management in a modular world”, The TQM Magazine, Vol. 18, Iss. 1, pp. 87-96.
Aspara, J., Lamberg, J.-A., Laukia, A. and Tikkanen, H. (2011), “Strategic Management of Business Model Transformation: Lessons from Nokia”.
Management Decision, Vol. 49, Iss. 4, pp. 622-647.
Baines, T. S., Lightfoot, H. W., Evans, S., Neely, A. D., Greenough, R. M., Peppard, J., Roy, R., Shehab, E., Braganza, A., Tiwari, A., Alcock, J. R., Angus, J., Basti, M., Cousens, A., Irving, P., Johnson, M., Kingston, J. C., Lockett, H. L., Martinez, V., Tranfield, D. R., Walton, I. M. and Wilson, H. (2007), “State-of-the-art in product service systems”, Journal of Engineering Manufacture, Part B: 1543-51.
Baines, T.S., Lightfoot, H.W., Benedettini, O. and Kay, J.M. (2009), "The servitization of manufacturing: A review of literature and reflection on future
challenges", Journal of Manufacturing Technology Management, Vol. 20 Iss: 5, pp.547 – 567.
Baldwin, C.Y. and Clark, K.B. (1997), “Managing in an age of modularity”, Harvard Business Review, Vol. 75 No. 5, pp. 84-93.
Baldwin, C.Y. and Clark, K.B. (2000), Design Rules: The Power of Modularity, Vol. 1, MIT Press, Cambridge, MA.
Bask, A., Lipponen, M., Rajahonka, M. and Tinnilä, M. (2010a), “The concept of modularity: diffusion from manufacturing to service production”, Journal of Manufacturing Technology Management, Vol. 21 No. 3, 2010, pp. 355-375.
Bask, A., Tinnilä, M. and Rajahonka, M. (2010b), “Matching Service Strategies, Business Models and Modular Business Processes”, Business Process Management Journal, Vol. 16, No. 1, pp. 153-180.
Berglund, M. van Laarhoven, P., Sharman, G. and Wandel, S. (1999), "Third-Party Logistics: Is There a Future?", International Journal of Logistics Management, The, Vol. 10 Iss: 1, pp.59 - 70
Brusoni, S. and Prencipe, A. (2001), “Unpacking the black box of modularity:
Technologies, products and organizations”, Industrial and Corporate Change, Vol.
10, Iss. 1, pp. 179-205.
Böttcher, M. and Klingner, S. (2011),"Providing a method for composing modular B2B services", Journal of Business & Industrial Marketing, Vol. 26 Iss. 5, pp.320-331.
Campagnolo, D. and Camuffo, A. (2010), “The concept of modularity in management studies: A literature review”, International Journal of Management Reviews, Vol. 12, No. 3, pp. 259-283.
Casadesus-Masanell, R. and Ricart, J. (2007), “Competing Through Business Models”, IESE Business School Working Paper, no. 713, November.
Casadesus-Masanell, R. and Ricart, J. E. (2010), “Competitiveness: business model reconfiguration for innovation and internationalization”, Management Research: The Journal of the Iberoamerican Academy of Management, Vol. 8 No.
2, 2010, pp. 123-149.
Casadesus-Masanell, R. and Ricart, J. E. (2011), “How to design a winning business model”, Harvard Business Review, Vol. 89, No. 1, pp. 100-107.
Chesbrough, H. (2003), “Open Innovation: The New Imperative for Creating and Profiting from Technology”, Harvard Business School Press.
Chesbrough, H. and Prencipe, A. (2008), “Networks of innovation and modularity: a dynamic perspective”, International Journal of Technology Management, Vol. 42, Iss. 4, 414 – 425.
Cooper, H.M. (1989), Integrating research: a guide for literature reviews. In:
Applied Social Research Methods Series, vol. 2. SAGE Publications, Newbury Park/London/New Delhi.
Coyle J. J., Bardi E. J. and Langley C. J. (1992), The Management of Business Logistics, West Publishing, MN.
CSCMP Supply Chain Management, http://www.clm1.org/about-us/supply-chain-management-definitions, (last accessed 6 January 2013).
de Blok, C. (2010), “Modular Care Provision - A qualitative study to advance
References
theory and practice”, Department of Tranzo, Faculty of Social and Behavioural Sciences, Tilburg University, the Netherlands. (Doctoral dissertation)
de Blok, C. , Meijboom, B., Luijkx, K. and Schols, J. (2009), “Adaptation of modular care and service packages for independently living elderly. Exploring service interfaces”, In: Johansson, M. & Jonsson, P. (Eds.) 16th EurOMA conference: Implementation – realizing Operations Management. Gothenburg, Sweden.
de Blok, C., Luijkx, K., Meijboom, B. and Schols, J. (2010), “Modular care and service packages for independently living elderly”, International Journal of Operations & Production Management, Vol. 30 No. 1, pp. 75-97.
Defee, C.C., Williams, B. Randall, W.S. and Thomas, R. (2010),"An inventory of theory in logistics and SCM research", The International Journal of Logistics Management, Vol. 21 Issue 3, pp. 404 – 489.
Dewar, R.D., and Dutton, J.E. (1986), "The Adoption of Radical and Incremental Innovations: An Empirical Analysis," Management Science, 32(11):1422-1433.
DiMaggio, P. J. (1995), Comments on "What Theory is Not", Administrative Science Quarterly, Vol. 40, Iss. 3, pp. 391-397.
Doran D. (2005), “Supplying on a modular basis: an examination of strategic issues”, International Journal of Physical Distribution & Logistics Management, Vol. 35, Iss. 9, pp. 654-663.
Doran, D. (2004), “Rethinking the supply chain: an automotive perspective”, Supply Chain Management: An International Journal, Vol. 9, Iss. 1, pp. 102-109.
Dubois, A. and Gadde, L-E. (2002), Systematic Combining - An abductive approach to case research, Journal of Business Research, Vol. 55, pp. 553-560.
Duray, R. (2002), “Mass customization origins: mass or custom manufacturing?”
International Journal of Operations & Production Management, Vol. 22, No. 3, pp. 314-328.
Duray, R., Ward P.T., Milligan, G.W. and Berry, W.L. (2000), “Approaches to mass customization: configurations and empirical validation”, Journal of Operations Management, Vol. 18, No. 6, pp. 605–625.
Eisenhardt K. M. (1989), “Building Theories from Case Study Research,”
Academy of Management Review, Vol. 14, No. 4, pp. 532-550.
Eisenhardt, K.M. and Graebner, M.E. (2007), “Theory building from cases:
opportunities and challenges”, Academy of Management Journal, 50 (1), 25-32.
Ellram, L.M. (1996), “The use of the case study method in logistics research”, Journal of Business Logistics, Vol. 17, Issue 2, pp. 93–138.
Ernst D. (2005), “Limits to Modularity: Reflections on Recent Developments in Chip Design”, Industry and Innovation, Vol. 12, Iss. 3, pp. 303-345.
Fine, C.H. (1998), “Clockspeed – Winning Industry Control in the Age of Temporary Advantage”, Perseus Books, Reading, MA.
Fine, C.H. (2000), “Clockspeed-based strategies for supply chain design”, Production and Operations Management, Vol. 9 No. 3, pp. 213-221.
Fixson, S.K. (2006), “Modularity and Commonality Research: Past Developments and Future Opportunities”, MIT Sloan Working Paper 4629-06.
Frandsen, T. (2012), “Managing Modularity of Service Processes Architecture”,
PhD Series 9.2012, Department of Operations Management, Copenhagen Business School.
Frankel, R., Näslund, D. and Bolumole, Y. (2005), “The White Space" of Logistics Research: A Look at the Role of Methods Usage”, Journal of Business Logistics, 2005, Vol. 26 Issue 2, p185-208.
Fredriksson P. (2006), “Operations and logistics issues in modular assembly processes: cases from the car sector”, Journal of Manufacturing Technology Management, Vol.17, No.2, pp.168-186.
Galvin, P. and Morkel, A. (2001), “The effect of product modularity on industry structure: The case of the world bicycle industry”, Industry and Innovation, Vol. 8, Iss. 1, pp. 31-48.
Gammelgaard, B. (2004),"Schools in logistics research?: A methodological framework for analysis of the discipline", International Journal of Physical Distribution & Logistics Management, Vol. 34 Iss: 6 pp. 479 – 491.
Goffin, K., Raja, J.Z., Claes, B., Szwejczewski, M. and Martinez, V. (2012),"Rigor in qualitative supply chain management research: Lessons from applying repertory grid technique", International Journal of Physical Distribution & Logistics Management, Vol. 42, Issue 8, pp. 804 – 827.
Golafshani, N. (2003), “Understanding Reliability and Validity in Qualitative Research”, The Qualitative Report, Vol. 8, Issue 4, pp. 597-607.
http://www.nova.edu/ssss/QR/QR8-4/golafshani.pdf
Golicic, S.L. and Davis, D.F. (2012),"Implementing mixed methods research in supply chain management", International Journal of Physical Distribution &
Logistics Management, Vol. 42, Iss. 8, pp. 726-741.
Grönroos, C. (2008), “Service logic revisited: who creates value? And who co-creates?”. European Business Review, Vol. 20, No. 4, pp.298 – 314.
Halldórsson, A. and Aastrup, J. (2003), “Quality criteria for qualitative inquiries in logistics”, European Journal of Operational Research, Vol. 144, Issue 2, pp. 321-332.
Halldórsson, A., Kotzab, H., Hsuan Mikkola, J. and Skjøtt-Larsen, T. (2007),
"Complementary theories to supply chain management", Supply Chain Management: An International Journal, Vol. 12 Iss: 4, pp.284 – 296.
Healy, M. and Perry, C. (2000),"Comprehensive criteria to judge validity and reliability of qualitative research within the realism paradigm", Qualitative Market Research: An International Journal, Vol. 3 Issue 3, pp. 118-126.
Henderson, R. M. and Clark, K. B. (1990), “Architectural innovation: The reconfiguration of existing product technologies and the failure of established firms”, Administrative Science Quarterly, Vol. 35, Iss. 1, 9-30.
Hertz, S. and Alfredsson, M. (2003), “Strategic development of third party logistics providers”, Industrial Marketing Management, Vol. 32, Iss. 2, pp. 139-149.
Hoetker, G. (2006), “Do modular products lead to modular organizations?”
Strategic Management Journal, Vol. 27, No. 6, pp. 501-518.
Hofer, A. and Knemeyer, A. (2009), “Controlling for Logistics Complexity: Scale Development and Validation”, International Journal of Logistics Management,
References
Vol. 20, No. 2, pp. 187-200.
Hölttä-Otto, K. (2005), “Modular product platform design”, TKK Dissertations 10, Department of Mechanical Engineering, Machine Design, Helsinki University of Technology, Espoo.
Holweg, M. and Miemczyk, J. (2002), “Logistics in the “threeday car” age -Assessing the responsiveness of vehicle distribution logistics in the UK”, International Journal of Physical Distribution and Logistics Management, Vol.
32, No. 10, pp. 829-850.
Holweg, M., Miemczyk, J. (2003), “Delivering the ‘3-day car’—the strategic implications for automotive logistics operations”, Journal of Purchasing and Supply Management, Vol. 9, Iss.2, pp. 63–71.
Huemer L. (2006), “Supply Management: Value creation, coordination and positioning in supply relationships”, Long Range Planning, Vol. 39, No. 2, pp. 133-153.
Hunt, S.D. (1991), Modern Marketing Theory: Critical Issues in Philosophy of Marketing Science, South-Western, Cincinnati, OH.
Hyötyläinen, M. and Möller, K. (2007), “Service packaging: key to successful provisioning of ICT business solutions”, Journal of Services Marketing, Vol. 21, No. 5, pp. 304–312.
IBM (2005), “Component business models. Making specialization real”, IBM Institute for Business Value, IBM Corporation, Available at: http://www-935.ibm.com/services/us/imc/pdf/g510-6163-component-business-models.pdf, last accessed 16 December, 2011.
Jacobides, M.G. (2005), “Industry change through vertical disintegration: How and why markets emerged in mortgage banking”, Academy of Management Journal, Vol. 48, No. 3, pp. 465-498.
Jacobs, M., Vickery, S.K. and Droge, C. (2007), “The effects of product modularity on competitive performance. Do integration strategies mediate the relationship?”, International Journal of Operations & Production Management, Vol. 27, No. 10, pp. 1046-1068.
Janssen, M. and Joha, A. (2008), “Emerging shared service organizations and the service-oriented enterprise. Critical management issues”, Strategic Outsourcing:
An International Journal, Vol. 1, Iss. 1, pp. 35-49.
Jose, A. and Tollenaere M. (2005), “Modular and platform methods for product family design: literature analysis”, Journal of Intelligent Manufacturing, Vol. 16, No. 3, pp. 371-390.
Kovács, G. and Spens, K.M. (2005), "Abductive reasoning in logistics research", International Journal of Physical Distribution & Logistics Management, Vol. 35 Iss: 2 pp. 132–144.
Kovács, G and Spens, K. (2007), “Logistics Theory Building”, The ICFAI Journal of Supply Chain Management, Vol 4, No. 4, s. 7-27.
Kovács, G. (2006), “Corporate Environmental Responsibility in Demand Networks”, Publications of the Swedish School of Economics and Business Administration, no. 166, Swedish School of Economics and Business Administration, Helsinki.
Kvale, S. (1996), “InterViews - an introduction to qualitative research interviewing”, Sage Publications, Thousand Oaks, CA.
Lampel, J. and Mintzberg, H. (1996), “Customizing Customization”, Sloan Management Review, Vol. 38, No. 1, pp. 21-30.
Lau, A.K.W., Yam, R.C.M. and Tang, E.P.Y. (2007), “Supply chain product co-development, product modularity and product performance. Empirical evidence from Hong Kong manufacturers”, Industrial Management & Data Systems, Vol.
107, Iss. 7, pp. 1036-1065.
Lau, A.K.W., Yam, R.C.M. and Tang, E.P.Y. (2010), "Supply chain integration and product modularity: An empirical study of product performance for selected Hong Kong manufacturing industries", International Journal of Operations &
Production Management, Vol. 30 Iss. 1, pp.20-56.
Leminen, S., Rajahonka, M. and Siuruainen, R. (2012), “Modular Business Models for eReading Services”, Paper submitted to the Third International Service Modularity Seminar, Brunel University, London, UK, January 19-20, 2012 (unpublished).
Lin, Y. and Pekkarinen, S. (2011), “QFD-based modular logistics service design”, Journal of Business & Industrial Marketing, Vol. 26, Iss. 5, pp. 344-356.
Mahmoud-Jouini, S.B. and Lenfle, S. (2010), "Platform re-use lessons from the automotive industry", International Journal of Operations & Production Management, Vol. 30 Iss. 1, pp. 98 – 124.
Maidique M.A. and Zirger B.J. (1984), “A study of success, and failure in product innovation: the case of the US electronics industry”, IEEE Transactions on Engineering Management, Vol. 31, No. 4, pp. 192–203.
Maussang, N., Zwolinski, P. and Brissaud, D. (2009), “Product-service system design methodology: from the PSS architecture design to the products specifications”, Journal of Engineering Design, Vol. 20, No. 4, pp. 349-366.
McCutcheon D. M. and Meredith J. R. (1993), “Conducting Case Study Research in Operations Management,” Journal of Operations Management, Vol. 11, pp. 239-256.
Mentzer, J.T. and Kahn, K.B. (1995), “A Framework of Logistics Research”, Journal of Business Logistics, Vol. 16, Iss. 1, pp. 231-250.
Meredith, J.(1993),"Theory Building through Conceptual Methods", International Journal of Operations & Production Management, Vol. 13, Iss. 5, pp. 3-11.
Meyer, M.H. and DeTore, A. (1999), “Product Development for Services”, The Academy of Management Executive, Vol. 13, No. 3, pp. 64-76.
Meyer, C. and Schwager, A. (2007), "Understanding customer experience", Harvard business review, Vol. 85, No. 2, pp. 116-126.
Mikkola, J. H. (2006), “Capturing the degree of modularity embedded in product architectures”, The Journal of Product Innovation Management, Vol. 23, Iss. 2, pp. 128-146.
Mikkola, J.H. and Skjøtt-Larsen, T. (2004), “Supply-chain integration:
implications for mass customization, modularization and postponement strategies”, Production Planning & Control, Vol. 15, No. 4, pp 352–361.
Millard, N. (2006), "Learning from the 'wow' factor -- how to engage customers
References
through the design of effective affective customer experiences", BT Technology Journal, Vol. 24, No. 1, pp. 11-16.
Miozzo, M. and Grimshaw, D. (2005), “Modularity and innovation in knowledge-intensive business services: IT outsourcing in Germany and the UK”, Research Policy, Vol. 34, Iss. 9, pp. 1419-1439.
Momme, J., Moeller, M. M. and Hvolby, H.-H. (2000), “Linking Modular Product Architecture to the Strategic Sourcing Process: Case Studies of Two Danish Industrial Enterprises”, International Journal of Logistics: Research and Applications, Vol. 3, No. 2, pp. 127-146.
Nesher Dan (2002), “Peircean Epistemology of Learning and the Function of Abduction as the Logic of Discovery”, Transactions of the Charles S Peirce Society, Vol. 38, Nos. 1/2 (Winter), pp. 175-206.
Näslund, D. (2002),"Logistics needs qualitative research - especially action research", International Journal of Physical Distribution & Logistics Management, Vol. 32, Iss: 5 pp. 321-338.
Osterwalder A., Pigneur Y. and Tucci C. L. (2005), “Clarifying Business Models:
Origins, Present, and Future of the Concept”, Communication of AIS, Vol. 16, article 1.
Osterwalder, A. (2004), “The Business Model Ontology. A Proposition in a Design Science Approach”. These Présentée à l’Ecole des Hautes Etudes Commerciales de l’Université de Lausanne, available at:
http://www.hec.unil.ch/aosterwa/PhD/Osterwalder_PhD_BM_Ontology.pdf, (last accessed 6 May 2012).
Osterwalder, A. and Pigneur, Y. (2002), “An e-Business Model Ontology for Modeling e-Business”, 15th Bled Electronic Commerce Conference, available at:
http://129.3.20.41/eps/io/papers/0202/0202004.pdf, (last accessed 6 May 2012).
Osterwalder, A. and Pigneur, Y. (2009), “Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers”. Wiley.
Pateli, A. and Giaglis, G. (2003), “A Framework For Understanding and Analysing e-Business Models”, Bled Electronic Commerce Conference, available at:
https://domino.fov.uni-mb.si/proceedings.nsf/Proceedings/4C84233423603AD0C1256EA1002D1A29/$F ile/25Pateli.pdf, (last accessed 6 May 2012).
Pekkarinen S. and Ulkuniemi P. (2008), “Modularity in developing business services by platform approach”, The International Journal of Logistics Management, Vol. 19 No. 1, pp. 84-103.
Persson G. and Virum H. (2001), “Growth Strategies for Logistics Service Providers: A Case Study”, The International Journal of Logistics Management, Vol. 12, No. 1, pp. 53-64.
Peters M., Cooper J., Lieb R. B. and Randall Hugh L. (1998), “The Third Party Logistics Industry in Europe: Provider Perspectives on the Industry’s Current Status and Future Prospects”, International Journal of Logistics: Research and Applications, Vol. 1 No. 1, pp. 9-25.
Pine, B J. II. (1993), “Mass customizing products and services”, Planning Review, Vol. 21, No 4, pp. 6-15.
Rahikka, E., Ulkuniemi, P. and Pekkarinen, S. (2011), "Developing the value perception of the business customer through service modularity", Journal of Business & Industrial Marketing, Vol. 26 Iss. 5, pp. 357-367.
Rahikka, E., Ulkuniemi, P. and Pekkarinen, S. (2011), "Developing the value perception of the business customer through service modularity", Journal of Business & Industrial Marketing, Vol. 26 Iss. 5, pp. 357-367.