kibs
DESCRIPTION
Knowledge intensive Business Services - presentation for 2010 IME seminar in Manchester MSc courseTRANSCRIPT
Manchester Institute of Innovation Research
Manchester Institute of Innovation Research
IME - Service Innovation - 2010 BMAN62052
MIIRO
Knowledge Intensive Business Services -
KIBSIan Miles
IME service innovation seminar 7
Manchester Institute of Innovation Research
Manchester Institute of Innovation Research
IME - Service Innovation - 2010 BMAN62052
MIIRO Sets of Services
Whole EconomyIncluding nonservices – AFF,
extractive, construction, manufacturing, utilities
SERVICES
Business-related Services
KIBS
Business Services
Manchester Institute of Innovation Research
Manchester Institute of Innovation Research
IME - Service Innovation - 2010 BMAN62052
MIIROKIBS – classic definition (1995)
As a first approach to a definition, we understand KIBS to be services that:Rely heavily upon professional knowledge. Thus, their employment structures are heavily weighted towards scientists, engineers, experts of all types. Many are practitioners of technology and technical change, Whatever their technological or professional specialism, they will also tend to be leading users of Information Technology to support their activities.Either supply products which are themselves primarily sources of information and knowledge to their users (e.g. measurements, reports, training, consultancy);Or use their knowledge to produce services which are intermediate inputs to their clients' own knowledge generating and information processing activities (e.g. communication and computer services). These client activities may be for internal use or supplied to yet other users in turn.Have as their main clients other businesses (including public services and the self-employed). Indeed, knowledge-intensive activities will frequently tend to be business-related, since as labour-intensive activities they will be relatively costly. (Educational and medical services demonstrate that delivery to final consumers often has to be mediated through collective service organisation.)
Miles et al (1995) at http://www.mbs.ac.uk/research/centres/engineering-policy/publications/reports.htm
Manchester Institute of Innovation Research
Manchester Institute of Innovation Research
IME - Service Innovation - 2010 BMAN62052
MIIRO KIBS – EMCC (2005)As business services, KIBS are mainly concerned with providing knowledge-intensive inputs to the business processes of other organizations. These other organizations can, and often do, include public sector clients – KIBS do not only provide services to businesses. Knowledge-intensity is not easy to measure, but one convenient indicator is the shares of graduates in an industrial workforce. By this measure, KIBS are unusually high in terms of graduate-intensity. The graduates have been trained in different areas of knowledge: some specialize more in scientific and technological knowledge, others more in administrative, managerial or sociolegal affairs.
http://www.emcc.eurofound.eu.int/publications/2005/ef0559en.pdf
Manchester Institute of Innovation Research
Manchester Institute of Innovation Research
IME - Service Innovation - 2010 BMAN62052
MIIROWhat services are KIBs?
Starting point: Business Service sectors: Most of NACE 72-74
NACE Classn Business Services Most important activities
71 71.1, .2Leasing & renting • Renting of transport, construction equipment, office machinery
72 72.1 – 6 Computer • Hardware consultancy • Software consultancy Data processing • Database activities
73 73.1, .2 R&D • Research and experimental development on natural sciences and engineering • …on social sciences and humanities
74 74.2,.3 Technical • Architectural activities • Engineering activities Technical testing and analysis
74.11- .12, 74.14 Professional • Legal activities • Accounting & tax consultancy
Management consulting
74.13, 74.4 Marketing • Market research • Advertising
74.5 Labour recruitment • Labour recruitment and provision of personnel
74.6, 74.7 Operational • Security activities • Industrial cleaning
74.81-84 Other • Secretarial and translation activities • Photography Packing activities • Fairs & exhibitions
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IME - Service Innovation - 2010 BMAN62052
MIIRO A few KIBS are elsewhere
Services to specific sectorsSome parts of section M (training), N (veterinary), and O (Other community, social and personal service activities): NACE Rev 1
91.1 Activities of business, employers’ and professional organizations92.1 Motion picture and video activities 921x92.11 Motion picture and video production 9211x92.12 Motion picture and video distribution 9211x92.13 Motion picture projection 921292.2 Radio and television activities 921x92.20 Radio and television activities92.31 Artistic and literary creation and interpretation (includes Technical Writing!)92.40 News agency activities92.51 Library and archives activities
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IME - Service Innovation - 2010 BMAN62052
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How important are these services? …share of economy….
Eurostat, 2007, European Business
15.5% EU employment; 14.5% VA
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Relative Scale of various BS in the UK, 2000
0 10 20 30 40 50 60 70 VALUE ADDED bn euros
Rapid growth, across
industrial world
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IME - Service Innovation - 2010 BMAN62052
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0%
10%
20%
30%
40%
50%
60%
70%
Low
Tec
h M
anuf
actu
ring
Pas
seng
er T
rans
port
Fre
ight
Tra
nspo
rt
Med
ium
Low
Tec
h M
anuf
actu
ring
Con
stru
ctio
n
Oth
er T
rans
port
Med
ium
Hig
h T
ech
Man
ufac
turin
g
Ext
ract
ion,
Util
ities
, Rec
yclin
g
Who
lesa
le
Ren
ting
and
Leas
ing
Hig
h T
ech
Man
ufac
turin
g
Ban
king
, Ins
uran
ce, P
rope
rty
Tra
ding
Tel
ecom
s &
oth
er IT
ser
vice
s
Lega
l / A
ccou
ntin
g
Pub
lish,
Tra
v/E
st A
g, M
kt R
es
Man
ager
ial /
Org
anis
atio
nal S
ervs
Arc
hite
ctur
e &
Eng
inee
ring
R&
D a
nd T
echn
ical
Tes
ting
Com
pute
r S
ervi
ces
Mean % Other Graduates
Mean % S&E Graduates
KIBS Graduate-Intensity
???
CIS3 data, UK
“technology-based KIBS”
"professional KIBS"
Manchester Institute of Innovation Research
Manchester Institute of Innovation Research
IME - Service Innovation - 2010 BMAN62052
MIIROSo, why have KIBS grown? what do KIBS do?
Outsourcing.New knowledge demands.KIBS provide, or use, knowledge that clients lack (in sufficient quantity) But what sorts of knowledge and what sorts of uses?Answer – practically any knowledge, and a wide range of uses (later)!
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Knowledge of internal characteristics and external
environments –
Competitors
Clients, Suppliers
Collaborators
Regulators
Financiers
Markets
Social & Institutional
Env
Natural & Physical
Env
Process Technology
Management
Organisational Structure/ Design
Routines
Techniques
Human Resources
Product Technology &
DesignHealth and Safety
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IME - Service Innovation - 2010 BMAN62052
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Knowledge of internal characteristics and external
environments –
What’s the background?
What’s the problem?
What’s the solution?
How to effect it?
Putting it into practice
Knowledge applied to Problem solving:
• Support for self-diagnosis
• Diagnosis
• Prescription
• Configuration
• Implementation of Solutions
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IME - Service Innovation - 2010 BMAN62052
MIIRO
Universities Laboratories Governments Other KIBS Clients Suppliers etc.
Knowledge Intermediators
External (generic) knowledge resources *
Firm’s absorption of knowledge
KIBS synthesising and
translating generic
knowledge
Intelligence
Diagnosis
Prescription
(Configuration)
Implementation
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Manchester Institute of Innovation Research
IME - Service Innovation - 2010 BMAN62052
MIIRO
Universities Laboratories Governments Other KIBS Clients Suppliers etc.
Its an Interactive Process!
External (generic) knowledge resources *
* including previous service encounters
Client’s knowledge and
experienced problem
KIBS fusing generic and local knowledge – and
creating new knowledge
through R&D etc
Intelligence
Diagnosis
Prescription
(Configuration)
Implementation
Preliminary Problem Formulation
Coproduction and Absorption of Solution
Manchester Institute of Innovation Research
Manchester Institute of Innovation Research
IME - Service Innovation - 2010 BMAN62052
MIIRORelations with Clients are Central
Tordoir: Jobbing, Sparring, Sales P P Tordoir, 1996, The Professional Knowledge Economy: The Management and Integration of Professional Services in Business Organizations, Dordrecht, Kluwer Academic
Christian Schulz (2000)
“Environmental service-providers,
knowledge transfer, and the greening of
industry” paper given at IGU
Commission on the Organization of
Industrial Space Annual Residential
Conference: Industry, Knowledge
and Environment, Dongguan / China, 8-12 August 2000
Manchester Institute of Innovation Research
Manchester Institute of Innovation Research
IME - Service Innovation - 2010 BMAN62052
MIIRORelations with Clients are Central
Tordoir: Jobbing, Sparring, Sales P P Tordoir, 1996, The Professional Knowledge Economy: The Management and Integration of Professional Services in Business Organizations, Dordrecht, Kluwer Academic
Gallouj: Client Roles and Strategies in Managing Relationship – esp. selecting KIBS/specifying services C Gallouj, 1997, “Asymmetry of information and the service relationship: selection and evaluation of the service provider”, International Journal of Service Industry Management, Vol. 8 No. 1, 1997, pp. 42-64.
Bettencourt: role responsibilities for clients effective coproduction
communication openness, shared problem solving, tolerance, accommodation, advocacy, involvement in project governancepersonal dedication Bettencourt et al, 2002, “Client Co-Production in Knowledge-Intensive Business Services” California Management Review, Vol. 44, Issue 4
Manchester Institute of Innovation Research
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IME - Service Innovation - 2010 BMAN62052
MIIRORelations with Clients are Central
Client
Problem formulation
Agreement on shared problem definition
Interaction around features of problem
Delivery of solution
Implementation of solution
Reaction to client’s formulation of problem
Agreement on shared problem definition
Interaction around features of problem
Formulation of solution
Delivery of solution
Ongoing support – “afterservice”
Information interchanges
Service Firm
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MIIRO KIBS Professional Workers
Retention
Motivation and Governance
Collaboration
Knowledge Exchange and CaptureGood source: Dawson, R., 1999, Developing Knowledge-Based Client Relationships: The Future of Professional Services, Boston: Butterworth-Heinemann
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MIIRO
Work Experience
across Sectors
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Work Experience
across Sectors
Manchester Institute of Innovation Research
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IME - Service Innovation - 2010 BMAN62052
MIIRO
0 10 20 30 40 50 60
Manufacturing
Business Services
Research and Development
Computer and Related
Real Estate and Renting of Mach.
Financial Intermediation
Transport and Communication
Hotels and Restaurants
Retail Trade
Wholesale Trade and Repair
0 10 20 30 40 50 60
Manufacturing
Business Services
Research and Development
Computer and Related
Real Estate and Renting of Mach.
Financial Intermediation
Transport and Communication
Hotels and Restaurants
Retail Trade
Wholesale Trade and Repair
Manufactured product Service Product(good) (service)
KIBS are often particularlyinnovative - UK CIS4 dataUK CIS4 data: “Understanding Hidden Innovation: Services in the UK “ Programme on
Regional Innovation, Cambridge-MIT Institute 2008 report to NESTA
Product Innovation
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IME - Service Innovation - 2010 BMAN62052
MIIRO
0 10 20 30 40 50 60
Manufacturing
Business Services
Research and Development
Computer and Related
Real Estate and Renting of Mach.
Financial Intermediation
Transport and Communication
Hotels and Restaurants
Retail Trade
Wholesale Trade and Repair
KIBS are often particularlyinnovative 2 - UK CIS4 dataUK CIS4 data: “Understanding Hidden Innovation: Services in the UK “ Programme on
Regional Innovation, Cambridge-MIT Institute 2008 report to NESTA
Process Innovation
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IME - Service Innovation - 2010 BMAN62052
MIIRO
0 5 10 15 20 25 30 35 40 45 50
Manufacturing
Business Services
Research and Development
Computer and Related
Real Estate and Renting of Mach.
Financial Intermediation
Transport and Communication
Hotels and Restaurants
Retail Trade
Wholesale Trade and Repair
Novel Process Innovation Novel Product Innovation
KIBS are often particularlyinnovative 4 - UK CIS4 dataUK CIS4 data: “Understanding Hidden Innovation: Services in the UK “ Programme on
Regional Innovation, Cambridge-MIT Institute 2008 report to NESTA
NOVEL Innovation: new to market or industry
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UK CIS4 data: “Understanding Hidden Innovation: Services in the UK “ Programme on Regional Innovation, Cambridge-MIT Institute 2008 report to NESTA
0 5,000 10,000 15,000 20,000 25,000
Manufacturing
Business Services
Research and Development
Computer and Related
Real Estate and Renting of Mach.
Financial Intermediation
Transport and Communication
Hotels and Restaurants
Retail Trade
Wholesale Trade and Repair
Intramural R&D Expenditure p.e. Extramural R&D Expenditure p.e.
Machinery, Equip. and Soft. Exp. p.e. Expenditure on External Knowledge p.e.
Training Expenditure p.e. Design Expenditure p.e.
Marketing Expenditure p.e. Innovation Expenditure per employee
KIBS are often particularlyinnovative 5 - UK CIS4 data
Manchester Institute of Innovation Research
Manchester Institute of Innovation Research
IME - Service Innovation - 2010 BMAN62052
MIIRO
0 10 20 30 40 50 60 70 80 90 100
Manufacturing
Business Services
Research and Development
Computer and Related
Real Estate and Renting of Mach.
Financial Intermediation
Transport and Communication
Hotels and Restaurants
Retail Trade
Wholesale Trade and Repair
Intramural R&D Expenditure Extramural R&D Expenditure Machinery, Equip. and Soft. Exp.
Expenditure on External Knowledge Training Expenditure Design Expenditure
Marketing Expenditure
Structure of Innovation Spend in Services
UK CIS4 data: “Understanding Hidden Innovation: Services in the UK “ Programme on Regional Innovation, Cambridge-MIT Institute 2008 report to NESTA
Innovation Expenditure
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0 10 20 30 40 50 60 70 80 90 100
Manufacturing
Business Services
Research and Development
Computer and Related
Real Estate and Renting of Mach.
Financial Intermediation
Transport and Communication
Hotels and Restaurants
Retail Trade
Wholesale Trade and Repair
Intramural R&D Expenditure Extramural R&D Expenditure Machinery, Equip. and Soft. Exp.
Expenditure on External Knowledge Training Expenditure Design Expenditure
Marketing Expenditure
Business ServicesUK CIS4 data: “Understanding Hidden Innovation: Services in the UK “ Programme on
Regional Innovation, Cambridge-MIT Institute 2008 report to NESTA
Innovation Expenditure
0 10 20 30 40 50 60 70 80 90 100
Miscellaneous
Industrial Cleaning
Investigation and Security
Labour Recruitment
Advertising
Technical Testing and Analysis
Architectural and Engineering
Legal, Accounting and Management
Intramural R&D Expenditure Extramural R&D Expenditure Machinery, Equip. and Soft. Exp.
Expenditure on External Knowledge Training Expenditure Design Expenditure
Marketing Expenditure
Manchester Institute of Innovation Research
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IME - Service Innovation - 2010 BMAN62052
MIIRO
Effecting Innovation 1
KIBS InnovationData production, processing, knowledge generation, generalisation, synthesis methods; presentation tools; specific technologies and techniques for problem area...
Client InnovationReduced risks, accelerated learning, new ideas,
training, freer resources, focus on core problems
Coproduction of InnovationInteractive learning about problems and
potential solutions; new market opportunities
Manchester Institute of Innovation Research
Manchester Institute of Innovation Research
IME - Service Innovation - 2010 BMAN62052
MIIRO
Universities Laboratories Governments Other KIBS Clients Suppliers etc.
Its an Interactive Process!
External (generic) knowledge resources *
* including previous service encounters
Client’s knowledge and
experienced problem
KIBS fusing generic and local knowledge – and
creating new knowledge
through R&D etc
Intelligence
Diagnosis
Prescription
(Configuration)
Implementation
Preliminary Problem Formulation
Coproduction and Absorption of Solution
Manchester Institute of Innovation Research
Manchester Institute of Innovation Research
IME - Service Innovation - 2010 BMAN62052
MIIRO Interactive Innovation
External (generic) knowledge resources
Firm’s experience of problem
KIBS fusing generic and local
knowledgePreliminary Problem Formulation
Coproduction and Absorption of Solution
Intelligence
Diagnosis
Prescription
Configuration
Implementation
Knowledge of environments & technologies; scientific & engineering principles; innovation-relevant market
conditions, regulations, laws
Better understanding of problem, ways of measuring and monitoring
Reduced risk in defining solution; introduction of new types of solution
Easier learning and application of experience in combining processes
Saving resources that can be applied to core products, processes - & other
goals
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MIIRO Swedish KIBS Survey (Nählinder)
1000 KIBS firms
(Higher for less standardised services)
(All higher for more innovative firms)
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MIIRO UK environmental services
100 firms, 1995
Orientation to technology
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MIIRO Hipp - German Survey
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Tra
de
Tra
nsp
. &
Co
mm
.
Ba
nkin
g / In
s.
Oth
er
Fin
an
cia
l
Se
rs.
So
ftw
are
Sci. &
Te
ch
.
Se
rs.
Oth
er
Bu
s. S
ers
.
Specialised
Intermediate
Standardised
Services vary in standardisation… some more designed for
clients… especially in
KIBS
Surprisingly low specialisation – may depend on question – cf Nahlinder
Manchester Institute of Innovation Research
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IME - Service Innovation - 2010 BMAN62052
MIIRO Hipp - German Survey
Half the innovating service firms thought their innovations positively impacted client performance/productivity – 16% “very important” productivity, 13% performance. Fewer for the firms supplying standardised solutions - 1/34/5 of software firms thought this (as opposed to only 2/5 financial firms, for instance)Service innovation>organisational innovation (but this can have an impact too)
Manchester Institute of Innovation Research
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MIIRO
But what is the User’s View ? PWC study of consultants’clients 2006
180 clients, large range of consultancy
services
http://www.wwyltc.com/Ensuring-sustainable-value-from-consultants.pdf
Manchester Institute of Innovation Research
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IME - Service Innovation - 2010 BMAN62052
MIIROThe User’s View ? PWC study of consultants’clients, 2006
180 clients, large range of consultancy
services
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IME - Service Innovation - 2010 BMAN62052
MIIRO User’s View of Benefits – PWC 2006
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MIIRO 2010 MCA studyhttp://www.mca.org.uk/value-consulting
Management consulting
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IME - Service Innovation - 2010 BMAN62052
MIIROMain conclusions on the industry
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MIIRO Main conclusions on users
Manchester Institute of Innovation Research
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IME - Service Innovation - 2010 BMAN62052
MIIRO
Muller and Zenker– KIBS & SMEs
Muller E, & A Zenker (2001) "Business services as actors of knowledge transformation: the role of KIBS in regional and national innovation systems" Research Policy vol 30 no 9 pp 1501-1516.
Manchester Institute of Innovation Research
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IME - Service Innovation - 2010 BMAN62052
MIIROBS and their users’ performance – Value added
ECORYS analysis of EU15 data
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BS and their users’ performance – employment and productivity more complicated!
ECORYS analysis of EU15 data
0
1
2
3
4
5
6
1990-95 1995-2000 1990-2000
Labour Productivity
Growth in
BS
High71 (renting)
High72 (computer)
High73 (R&D)
High74 (other)
Intermediate
Low
All Sectors
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IME - Service Innovation - 2010 BMAN62052
MIIRO Who are the Users?
0
5
10
15
20
25
30
Pos
t an
dT
elec
om
Agr
icul
ture
and
Min
ing
Util
ities
Tra
nspo
rt a
ndS
tora
ge
Rea
l Est
ate
Con
stru
ctio
n
Fin
ance
and
Insu
ranc
e
Tra
de a
ndH
otel
s
Pub
lic S
ecto
r
Bus
ines
sS
ervi
ces
Man
ufac
turin
g
0
0.5
1
1.5
2
2.5
3sector share
relative to sector output
Input Output data Various
EU countries, c1995
Intensive users
Major markets
Manchester Institute of Innovation Research
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IME - Service Innovation - 2010 BMAN62052
MIIRO Survey of Swedish KIBS
0
100
200
300
400
500
600
700
800
900
S M P HServices Manufacturing Public Sector Households
Ranking of users
First Second Third
Fourth
Manchester Institute of Innovation Research
Manchester Institute of Innovation Research
IME - Service Innovation - 2010 BMAN62052
MIIRO Who are the Users? UK 1995
UK - Business Services mainly supporting other services
Computer R&D Other bus. services services services
Manchester Institute of Innovation Research
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IME - Service Innovation - 2010 BMAN62052
MIIRO Who are the Users? France 1995
France - Business Services mainly supporting other services, except R&D services Computer R&D Other bus.
services services services
Manchester Institute of Innovation Research
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IME - Service Innovation - 2010 BMAN62052
MIIROTop Ten Users- R&D Services UK
c1995
85% of output
goes to top 20
- 9 are services,
many public
Manchester Institute of Innovation Research
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IME - Service Innovation - 2010 BMAN62052
MIIROImplications for Innovation
Apart from freeing up resources, & being dispensable…
KIBS are specialists - in acquiring, possessing and communicating knowledge. Alternative to labour mobility.
Able to draw on generalised knowledge from other firms and sectors. FUSION – and some creation of knowledge
Less wedded to heritage, organisational rigidities, factions
But… how far do they really help clients move in new directions? (E.g. : what role in move to cleaner technology?)
Manchester Institute of Innovation Research
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MIIROSome implications – practical issues and research questions
“ Absorption capacity” – what capabilities and practices clients need to effectively select KIBS, define problems, use solutions?“Organisational amnesia” – how can they cope with loss of memory when activities outsourced? Knowledge management (a) capture of new learning; (b) across organisational boundaries; (c) across professions?Standard solutions vs. sensitivity to organisational culture, national circumstances, etc.Professionalism: avoidance of “capture”, of collusion with clients and/or suppliers, of conflicts of interestMethods for maintaining and demonstrating quality control, addressing information asymmetriesRetention and motivation of experts
Client side
KIBS side
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MIIROKIBS’ importance recognised
Important innovators
Important sources and “intermediaries” of knowledge
Growing (still?)
Limited knowledge about how different KIBS interact with clients and each other (in projects), about conditions and criteria for successful collaboration – what sorts of impact and innovation? What management lessons? What policy issues?
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MIIRO
End of Presentation