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PurposeThe purpose of this paper is to review and analyze the modularity literature to identify the established and emerging perspectives.Design/methodology/approachA systematic literature search and review was conducted through the use of bibliometrics and network analysis. The analysis identified structure within the literature, which revealed how the research area evolved between 1990 and 2015. Based on this search, the paper establishes the basis for analyzing the structure of modularity literature.FindingsFactors were identified within the literature, demonstrating how it has evolved from a primary focus on the modularity of products to a broader view of the applicability of modularity. Within the last decade, numerous research areas have emerged within the broader area of modularity. Through core-periphery analysis, eight emerging sub-research areas are identified, of which one is the study of modularity in the context of services.Research limitations/implicationsAlthough bibliographic methods are limited as they are based on common citations within the field, they enable systematic analysis and the identification of structure within an emergent field of research. Such analysis has implications by for a growing and inter-disciplinary field like modularity by providing overview and suggesting future directions.Originality/valueThis paper contributes by conducting a systematic review based on the citation structure within modularity and identifies the established and emerging areas of research on modularity.

PurposePrevious research has predominately focused on the servitization strategies of western manufacturers in advanced economies, neglecting the potential for servitization in those which are emerging, such as China. The purpose of this paper is to explore the role of the external service partner network of a European manufacturer providing services in China, in order to develop a better understanding of the resulting and associated challenges.Design/methodology/approachAn in-depth case study approach was used to examine the parent company, its subsidiary in China and the related service partner network. Data collection involved all three actors and took place in Denmark and China.FindingsThe findings suggest that motivation, opportunity and ability (MOA) need not only be mutually reinforcing for the organization attempting to move toward services but also aligned between organizational units, as well as with the service partner network. Furthermore, the findings suggest that while service partners are typically closer to the market, they may not be able to deliver the higher value-added services requiring customization.Research limitations/implicationsThis study is limited to a single manufacturer attempting servitization in China. Future studies may consider other case firms in other markets.Practical implicationsThe MOA framework provides a basis for understanding the managerial challenges of aligning and coordinating the MOA elements amongst different actors.Originality/valueThis paper contributes by exploring servitization in an emerging market through the MOA framework in order to better understand the challenges and complexities. Servitization is found to be a dynamic phenomenon which should be understood as a movement that is also dependent on an external service partner possessing the necessary capabilities. In turn, this requires understanding the MOAs of all actors in a network and how they may be influenced in order for the MOA elements to be mutually reinforcing.

Organizations seek to manage varied customer segments using varied value propositions. The ability of a knowledge‐intensive business service (KIBS) provider to formulate value propositions into attractive offerings to varied customers becomes a competitive advantage. In this specific business based on often highly abstract service offerings, this requires the provider to have a clear overview of its knowledge and resources and how these can be configured to obtain the desired customization of services. Hence, the purpose of this paper is to investigate how a KIBS provider can match value propositions with varied customer needs utilizing service modularity. To accomplish this purpose, a qualitative multiple case study is organized around 5 projects allowing within‐case and cross‐case comparisons. Our findings describe how through the configuration of knowledge and resources a sustainable competitive advantage is created through creating the right kind of value propositions for varied customers with the help of modularity. Understanding gained through this research helps KIBS organizations in their efforts to increase organizational effectiveness through modular services.