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1.2 Research perspective
1.2.1 (Service) Operations Management
Operations Management (OM) is concerned with the design, management and
improvement of processes and production systems that create an organization’s
output. The operations function comprises all the activities that are involved in the
transformation of inputs into outputs, thereby realizing the products that are the reason
for the organization’s existence. As such, the operations function is responsible for
fulfilling customer requirements throughout the production and delivery of goods and
services (Slack et al., 2010). Besides constituting a natural customer focus, OM transfers
the aim and strategy of an organization into accompanying resources and methods to
work in daily practice. An organization can adapt or rearrange its operational processes
or the operational organization of products with the aim of reaching the goals of its
customers, as well as the performance goals of the organization itself (e.g. Meyer
Goldstein et al., 2002, Bohmer, 2005,
Zomerdijk and De Vries, 2007).
OM studies both manufacturing organizations, producing goods such as vehicles,
canned food and clothing, and service organizations, producing services such as
insurance, entertainment and health care. The main distinction between goods
and services is the inevitable involvement of the client in service supply (Lovelock
and Gummesson, 2004, Edvardsson et al., 2005, Sampson and Froehle, 2006). The
participation of the client in the service production process will influence the whole
process of service provision, from specification of the desired services to actual service
delivery. Other service characteristics that typically influence the design, management,
and improvement of service systems and processes are simultaneity of production
and consumption, heterogeneity, perishability, and intangibility (Fitzsimmons and
Fitzsimmons, 2006).
1.2.2 Modularity
Modularization, in general, refers to the degree to which a system’s components can
be separated and recombined (Schilling, 2000). In one of the first contributions to
the literature on modular production, Starr (1965) formulates the basic idea behind
modularity as ‘‘… design, develop, and produce […] parts which can be combined in
the maximum number of ways’’. Nowadays, in the field of OM, modularization is still
understood mainly from the perspective of component combinability (e.g. Baldwin
and Clark, 1997, Salvador, 2007, Slack et al., 2010). Modular production principles
traditionally stem from a manufacturing setting and have not been specifically
developed for services or health care. However, the attention given to modularity in a
wide range of service settings, from financial services to logistics and holiday services,
Modular
Care Provision