This document provides an overview of knowledge intensive business services (KIBS). It begins with definitions of KIBS and discusses their classification. KIBS are distinguished by their reliance on professional knowledge and graduate employees. The document examines KIBS roles in supporting business processes and innovation through knowledge exchange with clients. It analyzes KIBS knowledge types, application of knowledge to problem solving, and degree of standardization versus customization in services. Finally, the document frames KIBS as knowledge intermediaries and discusses their functions in innovation systems.
Scenarios - approaches for exploring urban futures Ian Miles
Presentation to "future of cities" network, explaining diofferent types of scenario and describing work undertaken in context of Greater Manchester 2040+ see http://www.gm2040.com/ for more
Andy Neely, Director Cambridge Serivce Alliance in conversation with Yassi Mo...ALessio Patatìn
Andy Neely, Director Cambridge Serivce Alliance in conversation with Yassi Moghaddam, Executive Director, ISSIP, Innovating Your Business Model for Service Success
Services have rapidly become a central topic of both concern and interest in research and business. Both the public and the private sector are facing increasing demand, cost, and quality challenges in their attempts to deliver services effectively and efficiently. The changing structure of the population, growing competition and mobility through globalisation, and new opportunities for services’ digitalisation are among the factors forcing us to re-knit the web of services needed for enabling a sustainable operation environment for companies, providing citizens with adequate conditions for good quality of life, and protecting our environment from overload caused by human activity.
This collection of highlights of VTT’s service research illustrates the versatility of service research. Service research has become a theme under which synthesis of traditionally separate research domains thrives. These range from industrial manufacturing to safety and security, from information and communication technologies to the building sector, and from media studies to public-sector innovations. Service research brings researchers from many disciplines together to discuss innovation, design, development, and adoption of services in diverse domains, enabled by emerging technological breakthroughs.
Industrial Revolution 4 Viewpoint. How it might affect SME competitiveness and ways to Overcome it.
Coursework for the International Business Consultancy Module at Oxford Brookes University.
Horrors and heroes of building design capabilities in organizations: an industry experience
on February 12th 2020
by Marzia Aricò and Alexandra Coutsoucos – Livework
https://www.linkedin.com/in/marziaarico/
https://www.linkedin.com/in/alexandracoutsoucos/
Patterns and characteristics of innovation in the ICT sector lessons from suc...Ilyas Azzioui
Expert Group Meeting on Investment, Research, Development and Innovation the ICT Sector ( Tunisia, 7-8 May 2013)
Abstract
The presentation uses the concept of sectoral innovation system and argues for the importance of analyses conducted at sectoral level, because there are significant differences across economic sectors in the variables and mechanisms involved in catch-up.
Drawing on empirical evidences from research the presentation shows how innovation differs across sectors in terms of sources and patterns of technological change, appropriability conditions, knowledge base and accumulation of knowledge, and last but not least organizations and actors involved. A strong emphasis will be put on how the ICT sector differs from other sectors.
The second part of the presentation first discusses the common factors affecting catching up in six economic sectors – Telecommunications, software, automobile, pharmaceuticals, semi-conductors and agro-food- in several catching-up economies such a Brazil, India, China, Taiwan and Korea. It moves then into discussing the differences across sectors explains how the ICT sector (Telecom and Software) compares to the other sectors.
Service Design and Innovation. An introduction.
on January 22nd 2020
by Dr. Daniela Sangiorgi and Dr. Lia Patricio
https://www.linkedin.com/in/daniela-sangiorgi-6749aa1b/
https://www.linkedin.com/in/lia-patr%C3%ADcio-bb0761/
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Maurizio Pilu - EU Meeting 18 July 2012Maurizio Pilu
Presentation given on July 18th 2012 meeting on EU collaboration at the Royal Society. Presenting Technology Strategy Board ICT / Digital activities and Connected Digital Economy Catapult.
Scenarios - approaches for exploring urban futures Ian Miles
Presentation to "future of cities" network, explaining diofferent types of scenario and describing work undertaken in context of Greater Manchester 2040+ see http://www.gm2040.com/ for more
Andy Neely, Director Cambridge Serivce Alliance in conversation with Yassi Mo...ALessio Patatìn
Andy Neely, Director Cambridge Serivce Alliance in conversation with Yassi Moghaddam, Executive Director, ISSIP, Innovating Your Business Model for Service Success
Services have rapidly become a central topic of both concern and interest in research and business. Both the public and the private sector are facing increasing demand, cost, and quality challenges in their attempts to deliver services effectively and efficiently. The changing structure of the population, growing competition and mobility through globalisation, and new opportunities for services’ digitalisation are among the factors forcing us to re-knit the web of services needed for enabling a sustainable operation environment for companies, providing citizens with adequate conditions for good quality of life, and protecting our environment from overload caused by human activity.
This collection of highlights of VTT’s service research illustrates the versatility of service research. Service research has become a theme under which synthesis of traditionally separate research domains thrives. These range from industrial manufacturing to safety and security, from information and communication technologies to the building sector, and from media studies to public-sector innovations. Service research brings researchers from many disciplines together to discuss innovation, design, development, and adoption of services in diverse domains, enabled by emerging technological breakthroughs.
Industrial Revolution 4 Viewpoint. How it might affect SME competitiveness and ways to Overcome it.
Coursework for the International Business Consultancy Module at Oxford Brookes University.
Horrors and heroes of building design capabilities in organizations: an industry experience
on February 12th 2020
by Marzia Aricò and Alexandra Coutsoucos – Livework
https://www.linkedin.com/in/marziaarico/
https://www.linkedin.com/in/alexandracoutsoucos/
Patterns and characteristics of innovation in the ICT sector lessons from suc...Ilyas Azzioui
Expert Group Meeting on Investment, Research, Development and Innovation the ICT Sector ( Tunisia, 7-8 May 2013)
Abstract
The presentation uses the concept of sectoral innovation system and argues for the importance of analyses conducted at sectoral level, because there are significant differences across economic sectors in the variables and mechanisms involved in catch-up.
Drawing on empirical evidences from research the presentation shows how innovation differs across sectors in terms of sources and patterns of technological change, appropriability conditions, knowledge base and accumulation of knowledge, and last but not least organizations and actors involved. A strong emphasis will be put on how the ICT sector differs from other sectors.
The second part of the presentation first discusses the common factors affecting catching up in six economic sectors – Telecommunications, software, automobile, pharmaceuticals, semi-conductors and agro-food- in several catching-up economies such a Brazil, India, China, Taiwan and Korea. It moves then into discussing the differences across sectors explains how the ICT sector (Telecom and Software) compares to the other sectors.
Service Design and Innovation. An introduction.
on January 22nd 2020
by Dr. Daniela Sangiorgi and Dr. Lia Patricio
https://www.linkedin.com/in/daniela-sangiorgi-6749aa1b/
https://www.linkedin.com/in/lia-patr%C3%ADcio-bb0761/
Smart Grids: Growth business in Indian energy sector’ session brought together specialists from business and research institutions to discuss about the future business opportunities in Indian smart grid markets. In the session, were also defined the major barriers for the market entry and ‘ground rules’ to successful in energy business in India. This document summarizes the outcomes of the session.
Maurizio Pilu - EU Meeting 18 July 2012Maurizio Pilu
Presentation given on July 18th 2012 meeting on EU collaboration at the Royal Society. Presenting Technology Strategy Board ICT / Digital activities and Connected Digital Economy Catapult.
Obsevatorio Vitivinicola Argentino: la experiencia del OVTT en vigilancia tec...OVTT
El 15 de Octubre de 2015 se celebró en Mendoza (Argentina) la Jornada-taller de intercambio de experiencias en vigilancia tecnológica e inteligencia competitiva, promovida por el Observatorio Vitivínicola Argentino (OVA) y el apoyo de la Corporación Vitivinicola Argentina, la Bolsa de Comercio de Mendoza, el IDITS, la Universidad Nacional de Cuyo y el Instituto Nacional de Vitivinicultara. Contó con la participación del Observatorio Virtual de Transferencia de Tecnología (OVTT) de la Universidad de Alicante para compartir sus experiencias sobre vigilancia tecnológica en red. Ésta fue la presentación disertada en el encuentro. Más información: http://www.ovtt.org/2015-10-15/jornada_vigilancia_tecnologica_sector_vitivinicola
Ámbitos de innovación
El plan de innovación y el coordinador de innovación
La formación del profesorado y la colaboración de las familias
El impacto de la inovación en los resultados
ANEXO: Orientaciones para 2poner tu centro al día"
Internet of Industrial Things Presentation - Sophie Peachey - IoT Midlands Me...WMG, University of Warwick
Sophie Peachey, Director of Innovation & Insight at Axillium Research Ltd discusses a new funding opportunity through the Advanced Manufacturing Supply Chain Initiative in the area of the Internet of Things.
Transforming Manufacturing with the Internet of ThingsCognizant
We are entering a golden age for innovation in manufacturing products and processes, all enabled by the Internet of Things (IoT). This IDC market spotlight can help you understand the approach you will have to follow to derive value some of the considerations for driving value from connected products, connected supply chains, smart manufacturing and IoT.
Industry - and firm-level research into both innovations and productivity has long been limited to manufacturing. With this paper, we aim to contribute to the stream of literature that aims at extending the scope of such investigations to the services industry. To this end we analyze the innovation strategies in several service sectors in Poland in 2008 and examine their relationship to productivity. Our results show that service firms differ considerably in their innovation strategies, but that most of those strategies lead to productivity gains.
Authored by: Wojciech Grabowski, Krzysztof Szczygielski
Published in 2012
Introductory lecture on service innovation originally given to master students in an innovation and entrepreneurship course. Full video lecture available at: http://multimedie.adm.ntnu.no/mediasite/Viewer/?peid=e85576dd66ee4b8ebfa56923e262d9f3
Seminar Participants Will Learn:
1. How to develop digital strategies for IIoT projects
2. How to advance my STEM career in the global digital economy
3. How to identify key requirements in IIoT for business leadership
4. What career opportunities are available in IIoT
5. How to measure the success and value of IIoT adoption and practices
Catalyzing Growth through Industry-Academia CollaborationNorAzmi Alias
General presentation on CREST and its role in catalysing growth in industry through facilitation of collaboration between industry, academia and government in addressing specific challenges in the particular industry or sector. Presented at recently held ESTCON2018 at KLCC Convention Center, Malaysia.
Servitization of office lighting in the context of the Internet of ThingsShaun West
Problem
...manufacturers in lighting industry experience pressure on revenue and margins and their products are being commoditised
Purpose of this presentation
... to describe the process of developing new IoT services for manufacturing firms in the lighting industry
... to provide a guide to support firms in their digital service transformation and avoid commoditization
This paper describes the process to support the office lighting manufacturers in the digital transformation through understanding the business ecosystem and value proposition identification
7th International Conference on Business Servitization, Lisbon 2018, 22-23 November 2018
Servitization of office lighting in the context of IoTShaun West
The purpose of this paper is to describe the process and provide a guide for the development of new IoT services for manufacturing firms enabled by digital technologies. There is growing interest in the digital transformation of industrial firms experiencing a shift toward service business. This trend is evident in the lighting industry where the Internet of Light is being applied. This paper describes a process to support firms in their digital service transformation through understanding the business ecosystem and converting the identified value propositions into service blueprints. Creating service blueprints supports the development of new Business Models through the identification of required digital capabilities. This framework helps to develop customer value propositions, determine required digital capabilities and support the creation of new IoT-based Business Models.
The purpose of this paper is to describe the process and provide a guide for the development of new IoT services for manufacturing firms enabled by digital technologies. There is growing interest in the digital transformation of industrial firms experiencing a shift toward service business. This trend is evident in the lighting industry where the Internet of Light is being applied. This paper describes a process to support firms in their digital service transformation through understanding the business ecosystem and converting the identified value propositions into service blueprints. Creating service blueprints supports the development of new Business Models through the identification of required digital capabilities. This framework helps to develop customer value propositions, determine required digital capabilities and support the creation of new IoT-based Business Models.
Presentation by Gary Gereffi for the Korea Institute for Industrial Economics & Trade (KIET) focused on Global Value Chains in Korea. The objective of the collaboration was to identify upgrading opportunities for the Korean economy using a global value chain (GVC) perspective. The presentation highlights Korea’s position in GVCs, key findings from the research and a global perspective on GVCs.
What has happened to Foresight in the UK?Ian Miles
The UK Foresight Programme has been widely lauded. But how is it valued by the current government? This presentation examines trends in the Programme, which suggest that forebodings expressed in 2010 have proved accurate.
First of a set of four presentations on e-business to students at Higher School of Economics, Moscow. This one presents some of the very first efforts to create online business (after remote computer sharing way back), and takes us trhough to the dot com bubble and the growth of thinking about Business Models.
Presentation to MSC at Manchester, IME, module on service innovation. This week the focus in so-called creative industries, and innovation in these ; and the talk concludes with discussion of the challenge of digitalisation
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In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
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Adani SEBI investigation revealed that the latter had sought information from five foreign jurisdictions concerning the holdings of the firm’s foreign portfolio investors (FPIs) in relation to the alleged violations of the MPS Regulations. Nevertheless, the economic interest of the twelve FPIs based in tax haven jurisdictions still needs to be determined. The Adani Group firms classed these FPIs as public shareholders. According to Hindenburg, FPIs were used to get around regulatory standards.
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
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This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
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Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
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Farman Ayaz Khattak and Ehtesham Matloob are government officials in CTW Counter terrorism wing Islamabad, in Federal Investigation Agency FIA Headquarters. CTW and FIA kidnapped crypto currency owner from Islamabad and snatched 200 Bitcoins those worth of 4 billion rupees in Pakistan currency. There is not Cryptocurrency Regulations in Pakistan & CTW is official dacoit and stealing digital assets from the innocent crypto holders and making fake cases of terrorism to keep them silent.
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The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
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Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s Dholera
KIBS - Knowledge Intensive Business Services - role in innovation systems
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Presentation for NECTEC, Bangkok, August 2013
Knowledge Intensive
Business Services –
distinctive innovation,
distinctive roles in innovation
systems
Ian Miles
(a) Manchester Institute of Innovation Research
Manchester Business School
(b) Laboratory for the Economics of Innovation, Higher School of
Economics, Moscow
Ian.Miles@mbs.ac.uk
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Presentation for NECTEC, Bangkok, August 2013
Outline
What KIBS are
What they do
How they do it
How they contribute to innovation
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Presentation for NECTEC, Bangkok, August 2013
Consumer
Services
• Private
Individuals
• Households
Business-
Related
Services
• Consumers
• Businesses
• Public
Sector
Business
Services
• Public Sector;
• Private Sector
Manufacturing;
• Private Sector
Services
Service Industries in the Economy
SERVICE
INDUSTRIES:
Public
Services
Private
Services
•Personal Sers
•Entertainment
•Etc.
•Professional,
Scientific,
Technical Sers
•Administrative
& Operational
Sers
•Etc.
•Finance
•Telecoms
•Trade
•Etc.
Supplying sectors Customer sectors Examples
4. MIIR
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Presentation for NECTEC, Bangkok, August 2013
Consumer
Services
• Private
Individuals
• Households
Business-
Related
Services
• Consumers
• Businesses
• Public
Sector
Business
Services
• Public Sector;
• Private Sector
Manufacturing;
• Private Sector
Services
Business Services Sector
SERVICE
INDUSTRIES:
Public
Services
Private
Services
•Personal
Services
•Entertainment
•Etc.
•Finance
•Telecoms
•Trade
•Etc.
These are services that
support BUSINESS
PROCESSES, not just
business organisations
There are public sector
organisations that perform
similar functions, e.g.
RTOs, HEIs...
Supplying sectors Customer sectors Examples
•Professional,
Scientific,
Technical Sers
•Administrative
& Operational
Sers
•Etc.
5. MIIR
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Presentation for NECTEC, Bangkok, August 2013
KIBS – initial definition (1995)
Service businesses 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.academia.edu/4122950/Knowledge-
Intensive_Business_Services_Users_Carriers_and_Sources_of_Innovation.pdf
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Presentation for NECTEC, Bangkok, August 2013
Defining KIBS – EMCC (2005)
KIBS are mainly concerned with providing knowledge-
intensive inputs to the business processes of other
organizations. These.... include public sector clients – KIBS
do not only provide services to businesses.
NACE 1 – most of divisions 72-75 are KIBS, plus a few
others
Knowledge-intensity is not easy to measure... 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
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Presentation for NECTEC, Bangkok, August 2013
KIBS: rapid growth in share of
economy
0
2
4
6
8
10
12
14
16
0 2 4 6 8 10 12 14
Share of Value Added in Economy (%)
ShareofEmploymentinEconomy(%)
Japan 1975-2007
EU15 1975-2007
USA 1985-2007
From European
Competitiveness
Report, 2011
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Presentation for NECTEC, Bangkok, August 2013
How important are these
services? Share of EU economy
Eurostat, 2007, European Business 14.5% EU VA
15.5% EU business sector employment
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Presentation for NECTEC, Bangkok, August 2013
Professional, Scientific and Technical
Services (M)
LEGAL
ACCOUNTANCY
CONSULTANCY
ARCHITECTURE
ENGINEERING
R&D
ADVERTISING
MARKET RESEARCH, POLLING
DESIGN
TRANSLATION
PHOTOGRAPHY
VETERINARY
OTHERS
Computer
and IT
services
moved to
section J
61-telecomms
62-computers
63- info.
services
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Presentation for NECTEC, Bangkok, August 2013
Administrative and Support Services
(N)
RENTING, LEASING
EMPLOYMENT SERVICES
TRAVEL SERVICES
SECURITY SERVICES
FACILITIES SERVICES
CLEANING
Catering
could have
been here
LANDSCAPING
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Presentation for NECTEC, Bangkok, August 2013
Relative Scale of various
BS in the UK, 2000
Architecture &
engineering
Industrial Cleaning
Misc.
Security &
investigation
Advertising
R&D
Telecommunications
Labour recruitment
Legal, accountancy,
management
computer services
0
100
200
300
400
500
600
700
800
900
0.00 10,000.00 20,000.00 30,000.00 40,000.00 50,000.00 60,000.00 70,000.00
Value-added (million euros)
Employees(thousands)
0 10 20 30 40 50 60 70
VALUE ADDED bn euros
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Presentation for NECTEC, Bangkok, August 2013
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.
Marketing/ consultancy
21. MIIR
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Presentation for NECTEC, Bangkok, August 2013
KIBS are spatially concentrated:
KIBS (+FI)
regional
employment
At
http://www.clusterobservatory.eu/index.html
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Presentation for NECTEC, Bangkok, August 2013
European Cluster Observatory:
relations between regional KIBS, Growth and Innovation
At http://www.clusterobservatory.eu/index.html
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Presentation for NECTEC, Bangkok, August 2013
Questions about KIBS
What types of knowledge?
What application of knowledge?
What knowledge exchanges with clients?
What roles in innovation?
What functions in innovation systems?
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Presentation for NECTEC, Bangkok, August 2013
3 Types of Knowledge
Technology/Technical
Knowledge
Professional/
Administrative
KnowledgeCreativity/
Cultural Knowledge
Architecture
Advertising
Industrial
Product
Design
Industrial
Process
Design
R&D
Technical
Testing
Computer
Services
Engineering
Services
Accountancy
Legal
Services
Management
Consultancy
Business
Media
Graphic
Design..
Market
research
Impressionistic,
but some
scope for
validating e.g.
by graduate
share of
employment
Knowledge may
be of internal
business
processes and/
or of external
environments
(customers,
regulators,
suppliers,
competitors, etc.
25. MIIR
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Presentation for NECTEC, Bangkok, August 2013
0%
10%
20%
30%
40%
50%
60%
70%
LowTechManufacturing
PassengerTransport
FreightTransport
MediumLowTechManufacturing
Construction
OtherTransport
MediumHighTechManufacturing
Extraction,Utilities,Recycling
Wholesale
RentingandLeasing
HighTechManufacturing
Banking,Insurance,PropertyTrading
Telecoms&otherITservices
Legal/Accounting
Publish,Trav/EstAg,MktRes
Managerial/OrganisationalServs
Architecture&Engineering
R&DandTechnicalTesting
ComputerServices
Mean % Other Graduates
Mean % S&E Graduates
KIBS Graduate-Intensity
CIS3
data,
UK
“technology-
based KIBS”
"professional
KIBS"
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Presentation for NECTEC, Bangkok, August 2013
KIBS Professional Workers
Evident that KIBS firms have high levels of high-
qualified workers. Other data sources demonstrate
that they are much more involved in problem-
solving, learning, etc. than most other
employees/sectors.* Raises issues of:
Retention
Motivation and Governance
Organising Collaboration across disciplines
Knowledge Exchange and Capture
Cf. R. Dawson,1999, Developing Knowledge-Based Client Relationships:
The Future of Professional Services, Boston: Butterworth-Heinemann
* C Martinez-Fernandez, I Miles, T Weyman (eds) 2011, The Knowledge
Economy at Work: Skills and Innovation in Knowledge Intensive Service
Activities, Cheltenham, UK and Northampton, MA, USA: Edward Elgar
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Presentation for NECTEC, Bangkok, August 2013
Knowledge of what?
Of business processes and their
internal and external contexts –
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 &
Design
Health and Safety
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Presentation for NECTEC, Bangkok, August 2013
How are these sorts of Knowledge applied?
What’s the
background?
What’s the
problem?
What’s the
solution?
How to effect
it?
Putting it into
practice
Helping to Solve Business
Problems (and find opportunities):
• Support for self-diagnosis
• Diagnosis
• Prescription
• Configuration
• Implementation of Solutions
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Presentation for NECTEC, Bangkok, August 2013
Universities Laboratories Governments OtherKIBS Clients
Suppliers etc.
KIBS are often viewed as
Knowledge Intermediators
External (generic)
knowledge
resources
Firm’s absorption
of knowledge
KIBS
synthesising and
translating
generic
knowledge
Intelligence
Diagnosis
Prescription
(Configuration)
Implementation
(Technology and
Business Practice)
Transfer Agents
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Presentation for NECTEC, Bangkok, August 2013
Universities Laboratories Governments OtherKIBS Clients
Suppliers etc.
But KIBS are more active, and the
process is more interactive
External (generic)
knowledge
resources *
* including
previous service
encounters
Client’s
knowledge and
experience of
problem/action
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
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Presentation for NECTEC, Bangkok, August 2013
Three perspectives
The service product: is it standardised or
customised?
The service relationship: how far is it
hands-off and contractual, how far
interactive?
The service process: is it production or
coproduction?
These are all liable to vary across country,
sector, and time
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Presentation for NECTEC, Bangkok, August 2013
0
10
20
30
40
50
60
1 2 3 4
Hipp - German Survey (mid 1990s)
Services vary in
standardisation
… some more
designed for
clients…
especially in
KIBS
Surprisingly
low levels of
specialisation
– may depend
on question –
cf Nahlinder
All Services Banking & Insurance
Other Business Services Other Financial Services
Technical Services Software
Wholly Largely Intermediate Specialised
Standardised Standardised
33. MIIR
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Presentation for NECTEC, Bangkok, August 2013
An effort to assess interaction,
from KIBS’ perspective: Swedish
KIBS Survey (Nählinder)
0% 20% 40% 60% 80% 100%
helps clients
develop
products or
routines
no.of contacts
with clients
during a deal
works in close
cooperation with
client
highest level
high level
low level
lowest level
1000 KIBS
firms
(Higher for less
standardised services)
(All higher for more innovative firms)
A large
majority of
Swedish KIBS
report close
cooperation,
many contacts
34. MIIR
O
Presentation for NECTEC, Bangkok, August 2013
Doroshenko’s Russian data
Overall
Sectors
AD MKT ADT IT REC ENG FIN LEG DVP DSGN
Standard
36.1 30.5 42.0 45.2 43.8 38.7 34.8 34.5 32.9 33.5 25.4
(32.6) (30.9) (32.5) (32.9) (28.6) (30.2) (38.5) (31.2) (35.5) (35.5) (26.1)
Standard “nucleus”
with personalised
“shell”
39.2 43.6 43.5 33.4 39.0 44.4 30.6 51.0 28.5 41.9 36.2
(31.1) (31.6) (31.2) (29.0) (26.0) (26.8) (32.5) (33.6) (30.9) (36.0) (28.0)
Customised
24.5 25.3 14.4 22.5 17.6 18.2 35.0 14.6 38.2 21.6 38.2
(29.6) (28.1) (19.5) (27.6) (18.0) (19.7) (39.0) (23.6) (39.1) (27.8) (33.1)
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
0
10
20
30
40
50
60
TOTAL ADT IT MKT FIN REC DVP ENG LEG AD DSGN
Standardised Standard “nucleus” + personalised “shell” Customised
Sample is of leading KIBS, so picture
may differ for smaller, more local firms
"What share of your sales value in 2010 falls into each of these categories?" (mean
shares)
35. MIIR
O
Presentation for NECTEC, Bangkok, August 2013
Marina Doroshenko, Ian Miles, Dmitri Vinogradov
“Knowledge Intensive Business Services as Generators of Innovations”
HSE Basic Research Program Working Papers STI Series no 12
http://www.hse.ru/data/2013/06/20/1286847819/12STI2013.pdf
"How often do you manage to supply service innovation which
you co-created with one customer, to other customers?
Innovation and Replication
0
10
20
30
40
50
60
70
TOTAL ENG MKT IT ADT DSGN AD FIN REC DVP LEG
Series1 Series2 Series3 Series4Sometimes Rarely NeverOften
36. MIIR
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Presentation for NECTEC, Bangkok, August 2013
in E. Di Maria, R. Grandinetti, & B. Di
Bernardo (eds) 2012 Exploring
Knowledge-Intensive Business
Services London, Palgrave
Exploring Standardisation
39. MIIR
O
Presentation for NECTEC, Bangkok, August 2013
What sort of business
relationship is this?
So the product may be more or less standardised,
the interaction more or less intensive, the results
more or less coproduced – but often more so than
most industries.
Tordoir distinguishes: jobbing, sparring (and sales)
relations
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
40. MIIR
O
Presentation for NECTEC, Bangkok, August 2013
KIBS- Clients Relations
Gallouj, Satzger: Client
Strategies for
Procurement and
Managing
Relationships –
selecting KIBS/
specifying services
Bettencourt: KIBS specifying
client responsibilities for
effective coproduction
communication openness,
shared problem solving,
tolerance, accommodation,
advocacy,
involvement in project governance
personal dedication
Bettencourt et al, 2002, “Client Co-
Production in Knowledge-Intensive
Business Services” California
Management Review, Vol. 44, Issue 4
C Gallouj, 1997, “Asymmetry of
information and the service relationship:
selection and evaluation of the service
provider”, International Journal of Service
Industry Management,. 8 (1) pp. 42-64.
KSRI (Satzger et al), 2009, Knowledge
Intensive Services Procurement Strategy,
KSRI, KIT, at
http://www.ksri.kit.edu/Upload/Publications/70765f4b-10cc-
4ce4-b874-04c3016ad158.pdf
41. MIIR
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Presentation for NECTEC, Bangkok, August 2013
Prof. Dr. Gerhard Satzger
gerhard.satzger@kit.edu
Peter Schulteß
peter.schultess@kit.edu
Andreas Neus
andreas.neus@kit.edu
http://www.ksri.kit.edu/Upload/Publications/70765f4b-10cc-4ce4-b874-04c3016ad158.pdf
44. MIIR
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Presentation for NECTEC, Bangkok, August 2013
Another Note on Asymmetry
Doroshenko found that for almost all
classes of KIBS, Russian KIBS users
thought that a higher share of the services
obtained were standardised than did the
producers (55% compared to 47%
overall). (IT and advertising were exceptions)
More experienced users were less prone
to see services are standardised, and
(arguably) more willing to engage in
coproduction.
45. MIIR
O
Presentation for NECTEC, Bangkok, August 2013
KIBS and Innovation
KIBS as Innovators
Community Innovation Surveys show that
KIBS and financial services report high levels
of product, process innovation compared to
other services, and T-KIBS are often higher
than most manufacturing.
KIBS as supporting innovation in clients –
views from both sides
46. MIIR
O
Presentation for NECTEC, Bangkok, August 2013
UK environmental services
1 2 3 4 5 6 7
0
10
20
30
help clients
choose
help clients
develop
develop for
clients
100 firms, 1995
Orientation to
technology
47. MIIR
O
Presentation for NECTEC, Bangkok, August 2013
Hipp - German Survey
Half the innovating service firms thought their
innovations positively impacted client
performance/productivity – 16% “very
important” productivity, 13% on performance.
Only 1/3 of the firms supplying standardised
solutions, however.
As many as 4/5 of software firms
And only 2/5 of financial firms
Service innovation>organisational innovation
(but impact here also reported)
49. MIIR
O
Presentation for NECTEC, Bangkok, August 2013
Doroshenko – User views of
effects on their innovativeness
0
10
20
30
40
50
60
70
80
90
TOTAL DVP LEG ADT ENG REC FIN DSGN AD IT MKT
Positive effect Negative effect No effect
"Please, estimate the impact of the particular KIBS consumption on your own
propensity to innovate"
Of which: 1- 9.3%;
2 – 33%; 3- 57.7%
50. MIIR
O
Presentation for NECTEC, Bangkok, August 2013
UK User’s Views
PWC study of consultants’ clients 2006
180 clients, large range of
consultancy services – 36%
completely satisfied, 50%
partially satisfied, 14% not at all.
http://www.wwyltc.com/
Ensuring-sustainable-
value-from-
consultants.pdf
51. MIIR
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Presentation for NECTEC, Bangkok, August 2013
User’s View of Benefits –
PWC 2006
Increased
revenue, 6% Reduced costs,
14%
Specialist
know ledge/
improved
management
capabilities, 31%
More efficient
processes, 34%
Improved
customer service,
15%
52. MIIR
O
Presentation for NECTEC, Bangkok, August 2013
Interactive Innovation
External (generic)
knowledge
resources
Firm’s experience
of problem
KIBS fusing
generic and local
knowledge
Preliminary 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
53. MIIR
O
Presentation for NECTEC, Bangkok, August 2013
Relations with Clients –
Exchange and Innovation
Knowledge of-
environments &
technologies; STI
principles and
market conditions,
regulations, laws
Better understanding of
problem, ways of
measuring & monitoring
Reduced risk in defining
solution; introduction of
new types of solution
Fusion of generic
and local
knowledge
Easier learning &
application of
experience in
combining processes
54. MIIR
O
Presentation for NECTEC, Bangkok, August 2013
Implications for Innovation
Use of KIBS should free up resources, and enhance
flexibility
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 may have their own path dependency (e,g. some
may not foster move to cleaner technology?)
55. MIIR
O
Presentation for NECTEC, Bangkok, August 2013
KIBS in Innovation Systems
Usually commentators talk of “triple helix”
– government, industry, public research
(Universities); some suggestions of
introducing users etc to make quadruple
helix.
Alongside public research and research
within industry, much knowledge is
generated and intermediated by KIBS,
through R&D and other means.
56. MIIR
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Presentation for NECTEC, Bangkok, August 2013
Practical issues and research questions
– often with challenges for measurement
“ 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 interest
Methods for maintaining and demonstrating quality
control, addressing information asymmetries
Retention and motivation of experts
Client
side
KIBS
side