By Roberto Grandinetti, Barbara Di Bernardo, Eleonora Di Maria
Offers an up-to-date view of information administration recommendations of knowledge-intensive company prone (KIBS) by way of concentrating on how these organisations deal with innovation of their price chains and on the territorial point. bargains an unique research of key approaches of KIBS, focusing on layout, specialist corporations and knowledge know-how.
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Extra resources for Exploring Knowledge-Intensive Business Services: Knowledge Management Strategies
Tordoir (1996) distinguished between “sales”, “jobbing” and “sparring” relationships between clients and professional services. Extremely standardized KIBS are engaging in sales relationships, where there is little interaction taking client specificities into account. In the “jobbing” relationship, the client defines the problems for the service firm, more or less Ian Miles 17 thoroughly setting out the solution it wants implementing. Though the KIBS may have more elaborate views of the client problematique, these may be unheard or discounted by the client staff with whom the KIBS deals.
In general terms, the activity of KIBS can be mainly described as the provision of knowledge-intensive inputs to the business process of other organizations, private as well as public sector clients. In more precise terms, Miles et al. (1995, p. ” Den Hertog (2000, p. e. knowledge or expertise related to a specific (technical) discipline or (technical) functional-domain to supply intermediate products and services that are knowledge-based”, while Bettencourt et al. (2002, pp. ” Nevertheless, even if knowledge appears as the core asset for KIBS’ activities, only little research pays attention on how this knowledge is being generated.
In such cases there will often be mutual learning across different KIBS, and between KIBS and other business partners engaged in the service provision. The very important dynamics and opportunities that emerge in the course of encounters in multiparty service systems will have to be discussed elsewhere. This chapter focuses on the learning that can occur in dyadic interchanges between KIBS and clients. Just as the firms are located in wider systems and networks of organizations, they are also themselves composed of systems of individuals – their professionals and other staff members.
Exploring Knowledge-Intensive Business Services: Knowledge Management Strategies by Roberto Grandinetti, Barbara Di Bernardo, Eleonora Di Maria