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Knowledge Intensive Business Services and Innovation

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  • 1. OMIIR Knowledge Intensive Business Services – KIBS - and Innovation Ian Miles Manchester Institute of Innovation Research Manchester Business School (and the Laboratory for the Economics of Innovation, HSE Moscow) Ian.Miles@mbs.ac.uk Video Conference between MBS Manchester and UNAM Mexico, Oct. 2012
  • 2. OMIIR Services in the Economy •Personal • Private Consumer Services Individuals Services •Entertainment • Households •Etc. SERVICE INDUSTRIES: • Consumers •Finance Public Business- • Businesses •Telecoms Related •Trade Services Services • Public Private Sector •Etc. Services •Professional • Public Sector; Services • Private Sector •Administrative Business Services Manufacturing; & Operational • Private Sector Services Services •Etc. Video Conference between MBS Manchester and UNAM Mexico, Oct. 2012
  • 3. OMIIR Business Services There are public sector •Personal organisations that perform • Private Consumer Services Individuals similar functions, e.g. Services •Entertainment RTOs, HEIs... • Households •Etc. SERVICE INDUSTRIES: • Consumers •Finance Public Business- • Businesses •Telecoms Related •Trade Services Services • Public Private Sector •Etc. Services •Professional • Public Sector; Services These are services that • Private Sector •Administrative Business support BUSINESS Services Manufacturing; & Operational PROCESSES, not just • Private Sector Services business organisations Services •Etc. Video Conference between MBS Manchester and UNAM Mexico, Oct. 2012
  • 4. OMIIR NACE Rev 2 Business Services in Statistics Video Conference between MBS Manchester and UNAM Mexico, Oct. 2012
  • 5. OMIIR Professional, Scientific and Technical Services (M) LEGAL ACCOUNTANCY CONSULTANCY ARCHITECTURE ENGINEERING R&D ADVERTISING MARKET RESEARCH & POLLING DESIGN PHOTOGRAPHY TRANSLATION OTHERS VETERINARY Video Conference between MBS Manchester and UNAM Mexico, Oct. 2012
  • 6. OMIIR Administrative and Support Services (N) RENTING, LEASING EMPLOYMENT SERVICES TRAVEL SERVICES SECURITY SERVICES Catering FACILITIES SERVICES would CLEANING have been here too Video Conference between MBS Manchester and UNAM Mexico, Oct. 2012
  • 7. OMIIR KIBS – 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://research.mbs.ac.uk/INNOVATION/Portals/0/docs/KIBSEIMS1995shortreport.pdf Video Conference between MBS Manchester and UNAM Mexico, Oct. 2012
  • 8. OMIIR 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.eurofound.europa.eu/emcc/publications/2005/ef0559en.pdf Video Conference between MBS Manchester and UNAM Mexico, Oct. 2012
  • 9. OMIIR What services are KIBs? Starting point: Business Service sectors: Most of NACE(1) 72-74NACE Classn Business Services Most important activities Leasing & renting • Renting of transport, construction equipment, office machinery71 71.1, .2 Computer • Hardware consultancy • Software consultancy72 72.1 – 6 Data processing • Database activities R&D • Research and experimental development on natural73 73.1, .2 sciences and engineering • …on social sciences and humanities Technical • Architectural activities • Engineering activities74 74.2,.3 Technical testing and analysis 74.11- .12, Professional • Legal activities • Accounting & tax consultancy 74.14 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 Video Conference between MBS Manchester• and & exhibitions Packing activities Fairs UNAM Mexico, Oct. 2012
  • 10. OMIIR Viitamo’s Framework (2007) Labour Customised intensive Esa Viitamo, 2007, Productivity of Business Services - Towards A New Taxonomy Manual Knowledge Services Services LAPPEENRANTA UNIVERSITY OF TECHNOLOGY, TUTKIMUSRAPORTTI – RESEARCH REPORT 188 at http://doria17- kk.lib.helsinki.fi/bitstream/handle/ Capital 10024/43346/isbn978952214456 Standardised intensive 0.pdf?sequence=1 Video Conference between MBS Manchester and UNAM Mexico, Oct. 2012
  • 11. OMIIR Viitamo: Knowledge Services Labour Low volume; High Customized management & intensive complexity; High legal consultancy, Tailored marketing, Merger operations service content; Open system; services Efficacy-driven General or focused management Low volume; High consultancy, Training, complexity; Low Accounting, service content; Business- based health care Closed system; Efficiency-driven Knowledge Services Low volume; High Tailored R&D, Tailored complexity; Low process engineering & design, service content; Architectural Closed system; services, Tailored software Efficiency-driven “Systems services” Banking & Low volume; High insurance, Internet-based complexity; High Capital service content; services, General software, intensive Open system; Telecomms Efficacy-driven Video Conference between MBS Manchester and UNAM Mexico, Oct. 2012
  • 12. O Examples: Computer Services –MIIR KIBs NACE1 but no longer PST! NACE2 Video Conference between MBS Manchester and UNAM Mexico, Oct. 2012
  • 13. OMIIR Manche R&D services ster Institute of Innovati on Researc h Video Conference between MBS Manchester and UNAM Mexico, Oct. 2012
  • 14. OMIIR Testing Services Video Conference between MBS Manchester and UNAM Mexico, Oct. 2012
  • 15. OMIIR Accounting/ Consultancy, Design Video Conference between MBS Manchester and UNAM Mexico, Oct. 2012
  • 16. OMIIR Marketing/ consultancy Compliance. We have 50 years expertise in ensuring that television advertising complies with BCAP codes. Advertising processes. We are uniquely positioned to streamline the advertising copy chain to the benefit of everyone that advertises on TV and wider audiovisual media. Metadata. We hold a range of metadata related to commercials ranging from artists and music featured to advertising restrictions. Video Conference between MBS Manchester and UNAM Mexico, Oct. 2012
  • 17. OMIIR A small legal service firm Video Conference between MBS Manchester and UNAM Mexico, Oct. 2012
  • 18. OMIIR How important are these services? Share of EU economy Eurostat, 2007, European Business 14.5% EU VA 15.5% EU employment Video Conference between MBS Manchester and UNAM Mexico, Oct. 2012
  • 19. Relative Scale of various OMIIR BS in the UK, 2000 0 10 20 30 40 50 60 70 VALUE ADDED bn euros Video Conference between MBS Manchester and UNAM Mexico, Oct. 2012
  • 20. OMIIR KIBS: rapid growth in share of economy 16 Share of Employment in Economy (%) 14 USA 1985-2007 12 10 Japan 1975-2007 8 6 4 EU15 1975-2007 2 From European 0 Competitiveness 0 2 4 6 8 10 12 14 Report, 2011 Share of Value Added in Economy (%) Video Conference between MBS Manchester and UNAM Mexico, Oct. 2012
  • 21. OMIIR European Cluster Observatory: KIBS (+FI) regional employment At http://www.clusterobservatory.eu/index.html Video Conference between MBS Manchester and UNAM Mexico, Oct. 2012
  • 22. OMIIR European Cluster Observatory: KIBS, Growth and Innovation At http://www.clusterobservatory.eu/index.html Video Conference between MBS Manchester and UNAM Mexico, Oct. 2012
  • 23. OMIIR KIBS are often particularly innovative - UK CIS4 data UK CIS4 data: “Understanding Hidden Innovation: Services in the UK “ Programme on Regional Innovation, Cambridge-MIT Institute 2008 report to NESTA Wholesale Trade and Repair Wholesale Trade and Repair Retail Trade Retail Trade Hotels and Restaurants Hotels and Restaurants Transport and Communication Transport and Communication Financial Intermediation Financial Intermediation Real Estate and Renting of Mach. Real Estate and Renting of Mach. Computer and Related Computer and Related Research and Development Research and Development Business Services Business Services Manufacturing Manufacturing 0 10 20 30 40 50 0 60 10 20 30 40 Introduced a New Good Introduced a New Service Video Conference between MBS Manchester andInnovation Oct. 2012 Product UNAM Mexico,
  • 24. OMIIR KIBS are often particularly innovative 2 - UK CIS4 data UK CIS4 data: “Understanding Hidden Innovation: Services in the UK “ Programme on Regional Innovation, Cambridge-MIT Institute 2008 report to NESTA Wholesale Trade and Repair Retail Trade Hotels and Restaurants Transport and Communication Financial Intermediation Real Estate and Renting of Mach. Computer and Related Research and Development Business Services Manufacturing 0 10 20 30 40 50 60 Introduced a New Process Video Conference between MBS Manchester and UNAM Mexico, Oct. 2012
  • 25. OMIIR KIBS are often particularly innovative 4 - UK CIS4 data UK CIS4 data: “Understanding Hidden Innovation: Services in the UK “ Programme on Regional Innovation, Cambridge-MIT Institute 2008 report to NESTA Wholesale Trade and Repair Retail Trade Hotels and Restaurants Transport and Communication Financial Intermediation Real Estate and Renting of Mach. Computer and Related Research and Development Business Services Manufacturing 0 5 10 15 20 25 30 35 40 45 50 Novel Process Innovation Novel Product Innovation NOVEL Innovation: new to market or industry Video Conference between MBS Manchester and UNAM Mexico, Oct. 2012
  • 26. OMIIR Manche KIBS are often particularly ster Institute of innovative 5 - UK CIS4 data Innovati Wholesale data: “Understanding Hidden Innovation: Services in the UK “ UK CIS4 Trade and Repair Programme on Regional Innovation, Cambridge-MIT Institute 2008 report to on Retail Trade NESTA Researc Hotels and Restaurants h Transport and Communication Financial Intermediation Real Estate and Renting of Mach. Computer and Related Research and Development Business Services Manufacturing 0 5,000 10,000 15,000 20,000 25,000 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. Video Conference between MBS Manchester and UNAM Mexico, Oct. employee Innovation Expenditure per 2012 Marketing Expenditure p.e.
  • 27. OMIIR Structure of Innovation Spend in Services Wholesale Trade and Repair Retail Trade Hotels and Restaurants Transport and Communication Financial Intermediation Real Estate and Renting of Mach. Computer and Related Research and Development Business Services Manufacturing Innovation Expenditure 0 10 20 30 40 50 60 70 80 90 100 Intramural R&D Expenditure Extramural R&D Expenditure Machinery, Equip. and Soft. Exp. Expenditure on External Knowledge Training Expenditure Design Expenditure Marketing Expenditure Video Conference between MBS Manchester and UNAM Mexico, Oct. 2012
  • 28. OMIIR Financial Intermediation BS Innovation Expenditure Real Estate and Renting of Mach. Computer and Related Research and Development Business Services Legal, Accounting andManufacturing Management Architectural and Engineering 0 10 20 30 40 50 60 70 80 90 100 Technical Testing and Analysis Intramural R&D Expenditure Extramural R&D Expenditure Machinery, Equip. and Soft. Exp. Expenditure on Advertising External Knowledge Training Expenditure Design Expenditure Marketing Expenditure Labour Recruitment Investigation and Security Industrial Cleaning Miscellaneous Innovation 0 10 20 30 40 50 60 70 80 90 100 Expenditure Intramural R&D Expenditure Extramural R&D Expenditure Machinery, Equip. and Soft. Exp. Expenditure on External Knowledge Training Expenditure Design Expenditure Marketing Expenditure Video Conference between MBS Manchester and UNAM Mexico, Oct. 2012
  • 29. OMIIR 3 Types of Knowledge Technology/Technical Knowledge Knowledge may Computer be of internal Services business Engineering processes and/ Services R&D Impressionistic, or of external but some environments Industrial Process scope for (customers, regul validating e.g. Design ators, suppliers, c by graduate Technical ompetitors, etc. Testing share of Architecture employment Industrial Business Product Media Design Management Accountancy Graphic Market Consultancy Professional/ Design.. research Legal Advertising Administrative Services Creativity/ Knowledge Cultural Knowledge Video Conference between MBS Manchester and UNAM Mexico, Oct. 2012
  • 30. OMIIR “technology- based KIBS” KIBS Graduate-Intensity CIS3 data, "professional UK KIBS" ??? Video Conference between MBS Manchester and UNAM Mexico, Oct. 2012
  • 31. OMIIR KIBS Professional Workers Retention Motivation and Governance Collaboration Knowledge Exchange and Capture Good source: Dawson, R., 1999, Developing Knowledge-Based Client Relationships: The Future of Professional Services, Boston: Butterworth- Heinemann Video Conference between MBS Manchester and UNAM Mexico, Oct. 2012
  • 32. OMIIR Work Experience across Sectors Video Conference between MBS Manchester and UNAM Mexico, Oct. 2012
  • 33. OMIIR Work Experience across Sectors Video Conference between MBS Manchester and UNAM Mexico, Oct. 2012
  • 34. OMIIR Knowledge of internal characteristics and external environments – Clients, Suppliers Collaborators Markets Process Technology Techniques Product Natural & Competitors Technology & Health and Safety Physical Design Human Resources Env Management Social & Routines Institutional Organisational Regulators Structure/ Design Env Financiers Video Conference between MBS Manchester and UNAM Mexico, Oct. 2012
  • 35. OMIIR Knowledge of internal characteristics and external environments – Knowledge applied to Problem solving: What’s the • Support for self-diagnosis background? What’s the • Diagnosis problem? What’s the • Prescription solution? • Configuration How to effect it? • Implementation of Solutions Putting it into practice Video Conference between MBS Manchester and UNAM Mexico, Oct. 2012
  • 36. OMIIR Knowledge Intermediators Universities Laboratories Governments Other KIBS Clients Suppliers etc. Intelligence External (generic) Diagnosis knowledge Prescription resources * (Configuration) KIBS Implementation synthesising and translating generic knowledge Firm’s absorption of knowledge Video Conference between MBS Manchester and UNAM Mexico, Oct. 2012
  • 37. OMIIR Its an Interactive Process! Universities Laboratories Governments Other KIBS Clients Suppliers etc. Intelligence Diagnosis External (generic) knowledge Prescription resources * (Configuration) KIBS fusing Implementation * including generic and local previous service knowledge – and encounters creating new knowledge Preliminary Problem through R&D etc Client’s Formulation knowledge and Coproduction and experienced Absorption of Solution problem Video Conference between MBS Manchester and UNAM Mexico, Oct. 2012
  • 38. OMIIR Interactive Innovation Knowledge of environments & Intelligence technologies; scientific & engineering principles; innovation- Diagnosis External (generic) relevant market Prescription knowledge conditions, regulations, laws resourcesunderstanding of Configuration Better problem, ways of measuring and Implementation monitoring Reduced risk in defining fusing KIBS solution; introduction of new types of solution generic and local knowledge Easier learning and application of Preliminary Problemin combining processes experience Formulation Firm’s experience Coproduction and that can be applied to core products, processes - & Saving resources of problemother goals Absorption of Solution Video Conference between MBS Manchester and UNAM Mexico, Oct. 2012
  • 39. O Relations with Clients –MIIR Exchange and Innovation Knowledge of- environments & technologies; STI principles and market conditions, regulati ons, laws Better understanding of problem, ways of measuring & monitoring Reduced risk in defining solution; introduction of new types of solution Easier learning & Fusion of generic application of and local experience in Video Conference between MBS Manchester and UNAM Mexico, Oct. processes knowledge combining 2012
  • 40. OMIIR What sort of business relationship is this? Tordoir distinguishes: jobbing, sparring (and sales) Highly interactive Highly standardised How far is the problem defined? What is the scope for learning and innovation? P P Tordoir, 1996, The Professional Knowledge Economy: The Management and Integration of Professional Services in Business Organizations, Dordrecht, Kluwer Video Conference between MBS Manchester and UNAM Mexico, Oct. 2012
  • 41. OMIIR Relations with Clients are Central Tordoir: Jobbing, Sparring, C Gallouj, 1997, “Asymmetry of Sales information and the service relationship: selection and evaluation of the service provider”, International Journal of Service Gallouj: Client Roles and Industry Management,. 8 (1) pp. 42-64. Strategies in Managing KSRI (Satzger et al), 2009, Knowledge Relationship – selecting Intensive Services Procurement KIBS/specifying services Strategy, KSRI, KIT, at http://www.ksri.kit.edu/Upload/Publications/70765f4b- 10cc-4ce4-b874-04c3016ad158.pdf Bettencourt: role responsibilities for clients effective coproduction communication openness, shared problem solving, Bettencourt et al, 2002, “Client Co- tolerance, accommodation, Production in Knowledge-Intensive advocacy, Business Services” California involvement in project governance Management Review, Vol. 44, Issue 4 personal dedication Video Conference between MBS Manchester and UNAM Mexico, Oct. 2012
  • 42. OMIIR Swedish KIBS Survey (Nählinder) (Higher for less standardised services) (All higher for more innovative firms) 1000 KIBS firms Video Conference between MBS Manchester and UNAM Mexico, Oct. 2012
  • 43. OMIIR UK environmental services Orientation to technology 100 firms, 1995 Video Conference between MBS Manchester and UNAM Mexico, Oct. 2012
  • 44. OMIIR Hipp - German Survey 100% 90% Services vary in 80% standardisation 70% … some more 60% designed for 50% clients… 40% especially in 30% KIBS 20% 10% Surprisingly low 0% Sci. & Tech. Trade Software Other Financial Banking / Ins. Transp. & Other Bus. Sers. Comm. specialisation Sers. Sers. – may depend Specialised on question – Intermediate cf Nahlinder Video Conference between MBS Manchester and UNAM Mexico, Oct. 2012 Standardised
  • 45. OMIIR 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 - 1/3 4/5 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) Video Conference between MBS Manchester and UNAM Mexico, Oct. 2012
  • 46. OMIIR Doroshenko - Russian Survey of KIBS and coproduction Video Conference between MBS Manchester and UNAM Mexico, Oct. 2012
  • 47. OMIIR In Eleonora Di Maria, Roberto Grandinetti, and Barbara Di Bernardo (eds) 2012 Exploring Knowledge- Intensive Business Services Knowledge Management Strategies London, Palgrave Video Conference between MBS Manchester and UNAM Mexico, Oct. 2012
  • 48. OMIIR Doroshenko - Russian Survey Video Conference between MBS Manchester and UNAM Mexico, Oct. 2012
  • 49. OMIIR Doroshenko – effects on users Video Conference between MBS Manchester and UNAM Mexico, Oct. 2012
  • 50. OMIIR New paper “Knowledge Intensive Business Services as Generators of Innovations “ by Marina Doroshenko, Ian Miles, Dmitri Vinogradov - Sample is of leading KIBS, so picture may differ for smaller, more local firms TABLE 1. REPLICATION OF INNOVATIONS, 2011[ "How often do you manage to supply service innovation which you co-created with one customer, to other customers ? Sectors AD MKT ADT IT REC ENG FIN LEG DVP DSGN Average Often 9.3 10.4 18.0 4.8 3.3 6.8 5.8 13.0 11.7 10.9 8.1 Sometimes 25.6 23.4 23.0 30.6 43.3 16.9 32.7 20.4 11.7 29.1 25.8 Rarely 23.6 22.1 27.9 24.2 18.3 30.5 38.5 22.2 15.0 12.7 25.8 Never 41.5 44.2 31.1 40.3 35.0 45.8 23.1 44.4 61.7 47.3 40.3 AD = Advertising; MKT = Marketing services; ADT = Audit; IT = Information technology services; REC = Recruitment services; ENG = Engineering services; FIN = Financial advice services; LEG = Legal advice services; DVP = Property development services; DSGN = Business design Video Conference between MBS Manchester and UNAM Mexico, Oct. 2012
  • 51. OMIIR http://www.ksri.kit.edu/Upload/Publications/70765f4b-10cc-4ce4-b874-04c3016ad158.pdf Prof. Dr. Gerhard Satzger gerhard.satzger@kit.edu Peter Schulteß peter.schultess@kit.edu Andreas Neus andreas.neus@kit.edu Video Conference between MBS Manchester and UNAM Mexico, Oct. 2012
  • 52. OMIIR Information Asymmetries Video Conference between MBS Manchester and UNAM Mexico, Oct. 2012
  • 53. OMIIR Six Issues in Procurement Video Conference between MBS Manchester and UNAM Mexico, Oct. 2012
  • 54. OMIIR User’s Views PWC study of consultants’ clients 2006 http://www.wwyltc.com/ Ensuring-sustainable- value-from- consultants.pdf 180 clients, large range of consultancy services Video Conference between MBS Manchester and UNAM Mexico, Oct. 2012
  • 55. The User’s View ? OMIIR PWC study of consultants’ clients, 2006 180 clients, large range of consultancy services Video Conference between MBS Manchester and UNAM Mexico, Oct. 2012
  • 56. OMIIR User’s View of Benefits – PWC 2006 Video Conference between MBS Manchester and UNAM Mexico, Oct. 2012
  • 57. OMIIR Implications 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?) Video Conference between MBS Manchester and UNAM Mexico, Oct. 2012
  • 58. OMIIR Some implications – practical issues and research questions “ Absorption capacity” – what capabilities and practices Client clients need to effectively select KIBS, define problems, use side 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 interest KIBS Methods for maintaining and demonstrating quality control, addressing information asymmetries side Retention and motivation of experts Video Conference between MBS Manchester and UNAM Mexico, Oct. 2012
  • 59. OMIIR KIBS’ 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? Video Conference between MBS Manchester and UNAM Mexico, Oct. 2012
  • 60. OMIIR End of Presentation (some extra slides follow) Video Conference between MBS Manchester and UNAM Mexico, Oct. 2012
  • 61. OMIIR 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 pp1501-1516. Video Conference between MBS Manchester and UNAM Mexico, Oct. 2012
  • 62. OMIIR 2010 MCA study http://www.mca.org.uk/ value-consulting Management consulting Video Conference between MBS Manchester and UNAM Mexico, Oct. 2012
  • 63. OMIIR Main conclusions on users Video Conference between MBS Manchester and UNAM Mexico, Oct. 2012

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