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Presentation to MOSTI MSc module on Service Innovation, focusing on KIBS
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Manchester Institute of Innovation Research
MOSTI - Service Innovation 2009
Knowledge Intensive Business Services - KIBS
Ian Miles
MOSTI service innovation seminar 7
Manchester Institute of Innovation Research
MOSTI - Service Innovation 2009
Sets of Services
Whole Economy
Services
Business-related Services
KIBS
Business Services
Manchester Institute of Innovation Research
MOSTI - Service Innovation 2009
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)
Manchester Institute of Innovation Research
MOSTI - Service Innovation 2009
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.
Manchester Institute of Innovation Research
MOSTI - Service Innovation 2009
0%
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Mean % Other Graduates
Mean % S&E Graduates
KIBS Graduate-Intensity
???
CIS3 data, UK
“technology-based KIBS”
"professional KIBS"
Manchester Institute of Innovation Research
MOSTI - Service Innovation 2009
What 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
Manchester Institute of Innovation Research
MOSTI - Service Innovation 2009
There are (a few) KIBS elsewhere
• Services to specific sectors• Some 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
organizations– 92.1 Motion picture and video activities 921x– 92.11 Motion picture and video production 9211x– 92.12 Motion picture and video distribution 9211x– 92.13 Motion picture projection 9212– 92.2 Radio and television activities 921x– 92.20 Radio and television activities– 92.31 Artistic and literary creation and interpretation (includes
Technical Writing!)– 92.40 News agency activities– 92.51 Library and archives activities
Manchester Institute of Innovation Research
MOSTI - Service Innovation 2009
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
Manchester Institute of Innovation Research
MOSTI - Service Innovation 2009
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
Manchester Institute of Innovation Research
MOSTI - Service Innovation 2009
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
Manchester Institute of Innovation Research
MOSTI - Service Innovation 2009
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
MOSTI - Service Innovation 2009
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
Manchester Institute of Innovation Research
MOSTI - Service Innovation 2009
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
MOSTI - Service Innovation 2009
How important are these services?
Eurostat, 2007, European Business
15.5% EU employment; 14.5% VA
Manchester Institute of Innovation Research
MOSTI - Service Innovation 2009
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
Manchester Institute of Innovation Research
MOSTI - Service Innovation 2009
So, what do KIBS do?
• They provide, or use, knowledge that clients lack (in sufficient quantity)
• But what sorts of knowledge and what sorts of uses?
• Answer – practically everything!
Manchester Institute of Innovation Research
MOSTI - Service Innovation 2009
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
Manchester Institute of Innovation Research
MOSTI - Service Innovation 2009
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
Manchester Institute of Innovation Research
MOSTI - Service Innovation 2009
Universities Laboratories Governments Other KIBS Clients Suppliers etc.
Intermediators
External (generic) knowledge resources *
Firm’s absorption of knowledge
KIBS synthesising and
translating generic
knowledge
Intelligence
Diagnosis
Prescription
(Configuration)
Implementation
Manchester Institute of Innovation Research
MOSTI - Service Innovation 2009
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
MOSTI - Service Innovation 2009
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
Manchester Institute of Innovation Research
MOSTI - Service Innovation 2009
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
MOSTI - Service Innovation 2009
Relations 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
Manchester Institute of Innovation Research
MOSTI - Service Innovation 2009
Relations 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 governance– personal 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
MOSTI - Service Innovation 2009
Swedish KIBS Survey (Nählinder)
1000 KIBS firms
(Higher for less standardised services)
(All higher for more innovative firms)
Manchester Institute of Innovation Research
MOSTI - Service Innovation 2009
UK environmental services
100 firms, 1995
Orientation to technology
Manchester Institute of Innovation Research
MOSTI - Service Innovation 2009
Hipp - German Survey
0%
10%
20%
30%
40%
50%
60%
70%
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90%
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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
MOSTI - Service Innovation 2009
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)
Manchester Institute of Innovation Research
MOSTI - Service Innovation 2009
But what is the User’s View ?
PWC study of consultants’clients, 2006
180 clients, large range of consultancy
services
Manchester Institute of Innovation Research
MOSTI - Service Innovation 2009
User’s View of Benefits – PWC 2006
Manchester Institute of Innovation Research
MOSTI - Service Innovation 2009
Who are the Users?
0
5
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25
30
Pos
t an
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om
Agr
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and
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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
MOSTI - Service Innovation 2009
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
MOSTI - Service Innovation 2009
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
MOSTI - Service Innovation 2009
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
MOSTI - Service Innovation 2009
Top Ten Users- R&D Services UK
c1995
85% of output
goes to top 20
- 9 are services,
many public
Manchester Institute of Innovation Research
MOSTI - Service Innovation 2009
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?)
Manchester Institute of Innovation Research
MOSTI - Service Innovation 2009
Some 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 interest
• Methods for maintaining and demonstrating quality control, addressing information asymmetries
• Retention and motivation of experts
Client side
KIBS side
Manchester Institute of Innovation Research
MOSTI - Service Innovation 2009
Centrality of KIBS Professional Workers• Retention
• Motivation
• Collaboration
• Knowledge Exchange and Capture• Good source: Dawson, R., 1999,
Developing Knowledge-Based Client Relationships: The Future of Professional Services, Boston: Butterworth-Heinemann
Manchester Institute of Innovation Research
MOSTI - Service Innovation 2009
Work Experience
across Sectors
Manchester Institute of Innovation Research
MOSTI - Service Innovation 2009
Work Experience
across Sectors
Manchester Institute of Innovation Research
MOSTI - Service Innovation 2009
Understanding KISA
Manchester Institute of Innovation Research
MOSTI - Service Innovation 2009
What are KISAs?• Knowledge-Intensive Services• Starting point: KIBS sectors• Most of NACE 72-74• 1995 definition:
– Rely heavily upon professional/expert knowledge. – High employment of scientists, engineers, experts of all types.
Often small firms (evidence now: 95%<10emp).– Tend to be leading users of Information Technology.– Help define and solve problems in business processes of users
in private and public sectors.– Products may be primarily information and knowledge
resources; or intermediate inputs to clients’ knowledge generating and information processing activities.
– Service often coproduced with client, highly customised or specialised – a fusion of generic and local knowledge.
Manchester Institute of Innovation Research
MOSTI - Service Innovation 2009
KIBS have grown…
• Debate about how much growth is outsourcing (and now, about scope for offshoring)
• KIBS are “external” KISA, but within all sectors there are:– Computer and technical professions– R&D professionals– “traditional” professions (lawyers, accountants) –
institutional knowledge– “social” professions (marketing, advertising, etc.)
• Typically a growing share of sectoral employment
• Internal services, and “Product Services”
Manchester Institute of Innovation Research
MOSTI - Service Innovation 2009
What are KISAs?Knowledge-Intensive Services
• Starting point: KIBS sectors; most of NACE 72-74• 1995 definition:
– Rely heavily upon professional/expert knowledge. – High employment of scientists, engineers, experts of all types.
Often small firms (evidence now: 95%<10emp).– Tend to be leading users of Information Technology.– Help define and solve problems in business processes of users in
private and public sectors.– Products may be primarily information and knowledge resources; or
intermediate inputs to clients’ knowledge generating and information processing activities.
– Service often coproduced with client, highly customised or specialised – a fusion of generic and local knowledge.
Manchester Institute of Innovation Research
MOSTI - Service Innovation 2009
Missing and Problem KISAs
• “Creative services” – much design, graphics, media support
• Finance
• Communications
• Management - may not map onto consultancy
More work needed, but we can see:
Manchester Institute of Innovation Research
MOSTI - Service Innovation 2009
ISCO categories that seem to correspond to KISA employees, in particular:
1: legislators, senior officials and managers;
2: professionals (in 1 Physical, mathematical and engineering science; Life science and health; Teaching; and Others);
3: technicians and associate professionals (as in group 2),
[4: clericals]
Orientation
Manchester Institute of Innovation Research
MOSTI - Service Innovation 2009
Three KISA Occupations
0% 10% 20% 30% 40% 50% 60% 70%
Primary sector and utilities
Manufacturing
Construction
Distribution and transport
Business and other services
Non-marketed services
ISCO 1 (Legislators, etc)
ISCO 2 (Professionals)
ISCO 3 (Technicians etc)
CEDEFOP data, ISCO categories
Manchester Institute of Innovation Research
MOSTI - Service Innovation 2009
DISTRIBUTION OF THE PERSONNEL OF SOME EXPERT PROFESSIONS BETWEEN KIBS INDUSTRIES AND OTHER
INDUSTRIES IN FINLAND 1995
0 10,000 20,000 30,000 40,000 50,000 60,000 70,000
Architects & engineers
Technicians
Physicists, chemists, biologists etc.
Computing professionals
Industrial designers
Legal professionals
Accountants
Book-keepers
Marketing professionals
Advertising copywriters
Economic & social science professionals
Administrative professionals
Personnel & recruitment professionals
Training directors, training planners, trainers
in KIBS industries
in other industries
Source: Marja Toivonen
More detailed KISA occupations – in KIBS and elsewhere
Manchester Institute of Innovation Research
MOSTI - Service Innovation 2009
Likewise for “Creatives” in UK
Manchester Institute of Innovation Research
MOSTI - Service Innovation 2009
Features of work – by occupation
0 10 20 30 40 50 60 70 80 90
isco1
isco2
isco3
isco4
isco5
isco6
isco7
isco8
isco9 Using internet / emailfor work
Working with computers
0 10 20 30 40 50 60 70 80 90 100
isco1
isco2
isco3
isco4
isco5
isco6
isco7
isco8
isco9
Solvingunforeseenproblems
Have tointerrupt atask inorder totake on anunforeseentask
9: ELEMENTARY OCCUPATIONS8: PLANT & MACHINE OPERATORS & ASSEMBLERS7: CRAFT & RELATED TRADES WORKERS6: SKILLED AGRICULTURAL & FISHERY WORKERS5: SERVICE WORKERS & SHOP & MARKET SALES WORKERS4: CLERKS3: TECHNICIANS & ASSOCIATE PROFESSIONALS2: PROFESSIONALS1: LEGISLATORS, SENIOR OFFICIALS & MANAGERS
Manchester Institute of Innovation Research
MOSTI - Service Innovation 2009
What drives change:Top Ten Drivers from the Manchester Workshop
1. Public policy and regulation (regulatory frameworks)2. Technological development3. Demand side: challenge of environmental and other global issues
creates market for new enterprises (architecture, engineering and design)
4. Shocks to the economic cycle like oil and banking crises 5. Increased competition.6. Increasing complexity and need for innovation requires
application of tacit knowledge … accrued through close proximity.7. Availability of trained professionals prepared to take risks &
change the way they work8. Desire for increased flexibility on behalf of firms but also workers.9. Increasing possibility of remote working because of development
of I.T.10. Market transparency
All seen
as fairly un
certain
Policy impacts – regulation; procurement; public sector; competition
(cartels); cluster policy; training; etc.
Manchester Institute of Innovation Research
MOSTI - Service Innovation 2009
Uncertainties about directions of Change in KISA and KIBS
•Extent to which KISA (whether in-house or KIBS) become more or less:– sourced from external KIBS firms, as opposed to being supplied in-house by employees
in the user firms,– acquired by offshoring service production to locations outside of the EU,– mainly produced (within the EU), in a few core regions and localities,– supported by information technology systems that provide decision support and
advanced tools for tackling complex problems,– subject to automation by application of information technology to perform large parts of
more standardised services, – codified and documented in precise rules, routines, and standards, so they can be more
easily learned, diffused within organisations, and quality controlled,– performed to a large extent by “paraprofessionals” or “technicians”, (whose work is
designed, coordinated and integrated by senior professionals),– customised in many details to meet individual client requirements,– composed of reproducible modules (that can be recombined in various ways),
•Extent to which KISA organised in KIBS become more or less:– organised in virtual networks, with professionals associating to carry out specific
projects,– conducted within larger KIBS firms,– organised within industrial “cartels”, with long-term relationships among groups of firms
(including KIBS and their users),– supporting innovation processes in clients,– engaged in clients’ strategy formulation and decisions– supporting smaller as well as larger business clients.
Manchester Institute of Innovation Research
MOSTI - Service Innovation 2009
Important Features of KISA with high uncertainty
• (Overall growth rates)• Organisational location (KIBS vs other
approaches)• Geographical location (extent of
reallocation in EU/offshoring)• Nature of professional work• Division of labour among specialised
firms• Strategic role of external KIBS
Manchester Institute of Innovation Research
MOSTI - Service Innovation 2009
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?
Manchester Institute of Innovation Research
MOSTI - Service Innovation 2009
End of Presentation