Towards identifying knowledge bases in KIBS through their service development process

foresight ◽  
2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Anastasia Krupskaya ◽  
Katia Oliveira Pina
Keyword(s):  
Knowledge Integration ◽  
Knowledge Bases ◽  
Empirical Method ◽  
Service Development ◽  
Business Services ◽  
Symbolic Model ◽  
Content Type ◽  
Study Approach ◽  
New Type ◽  
Knowledge Intensive

Purpose The purpose of this paper is to explore knowledge-intensive business services (KIBS), to understand how they implement their service development (SD) processes and how these processes are related to their knowledge bases (KB) as not enough studies have focussed on the understanding of KIBS heterogeneity, by analysing the nature and essence of these firms’ activities. Design/methodology/approach The work adopts the case study approach involving 12 KIBS firms with different KB according to Bjorn Asheim and colleagues’ “synthetic, analytical, symbolic model”, which identifies synthetic, analytical and symbolic primary KB. Findings The research results showed how the SD processes are systemised in KIBS companies depending on the KB. The proposed empirical method for defining KB confirmed the assumed existence of a new type or subtype of KB for legal companies “Compliance/Interpretive”. Research limitations/implications Further research, based on a larger number of companies, is needed to confirm or complement the results of this research, as well as to find more methods to define and evaluate KB on an empirical basis. Practical implications The correct classification of the applied KB can help a company to create effective processes for developing innovative services, while understanding of knowledge dynamic in general – to organise a working process that corresponds to employees’ needs and is more adaptable to the changes in society. Originality/value The study proposed a new empirical method for defining and evaluating KB in KIBS companies based on their SD processes. This study makes a significant contribution to research by identifying knowledge-integration practices needed to enhance innovation performance.

Managing competence and learning in knowledge-intensive, project-intensive organizations

2017 ◽  
Vol 10 (3) ◽  
pp. 505-526 ◽  
Author(s):  
Rolf Medina ◽  
Alicia Medina
Keyword(s):  
Single Case ◽  
Service Development ◽  
Public Organization ◽  
Social Dimensions ◽  
Content Type ◽  
Organizational Goals ◽  
Study Approach ◽  
Product Service ◽  
Competence Management ◽  
Knowledge Intensive

Purpose Competence management should no longer be considered as disconnected activities with few relationships with the organizational goals. It is the viewpoint that competence management as a whole consists of different mechanisms and strategies that involve many functions in the organization and link strategy, product/service development, and innovation. The purpose of this paper is to explore how a public knowledge-intensive, project-intensive organization manages competence in relation to its organizational goals and to identify which mechanisms are involved in this process as well as the underlying factors of those mechanisms. Design/methodology/approach The research was conducted following a single case study approach using several sources of evidence in a public organization responsible for public transport in the south of Sweden. Findings A theoretical framework called the competence loop is used as a platform. The results expand the framework by identifying underlying factors constituting the mechanisms and categorizing those factors in organizational and social dimensions. Another contribution is the competence concept including the factors that generate new competence. Furthermore, the study highlights that organizational culture has an impact on efficient competence management. Research limitations/implications This study was conducted in a public organization; similar studies should be conducted in other kinds of knowledge-intensive, project-intensive organizations. Originality/value The results provide support to practitioners when trying to understand how competence evolves, how to facilitate learning in organizations that are reliant on human resources, how to manage competence to achieve organizational success, and show the role of the project as a competence arena.

scholarly journals Employees’ agency in the formalisation of knowledge-intensive business service processes

2019 ◽  
Vol 29 (1) ◽  
pp. 45-70
Author(s):  
Tiina Tuominen ◽  
Miia Martinsuo
Keyword(s):  
Knowledge Bases ◽  
Comparative Approach ◽  
Business Service ◽  
Skill Levels ◽  
Content Type ◽  
Study Approach ◽  
Business Units ◽  
Knowledge Intensive ◽  
The Right ◽  
Knowledge Intensive Business Service

Purpose The purpose of this paper is to identify and explain how different kinds of knowledge-intensive business service processes (KIBS processes) can be formalised without excessively limiting employees’ agency, and thus flexibility in value creation. Previous research acknowledges the need to balance flexibility and formalisation but does not investigate how employees achieve this balance in various types of KIBS processes. Design/methodology/approach This paper employs a qualitative multiple-case study approach to compare employees’ agency in six successful formalisation projects targeting different types of KIBS processes in three firms. Through a systematic mapping of employees’ agency across the cases, this study reveals alternative patterns of formalisation that enable agency. Findings The findings reveal notable differences in employees’ agency in the studied cases. When KIBS processes were scale intensive and/or the culture-favoured conformity, formalisation projects were centrally organised, and employees obeyed codified process templates, even though some agency remained. When KIBS processes were smaller scale and/or the culture-favoured freedom, employees conducted formalisation projects autonomously and retained higher levels of agency in formalised KIBS processes. Practical implications Firms and business units providing KIBS should choose their formalisation approaches locally based on the scalability of the KIBS process, their employees’ skill levels, knowledge bases and culture. Choosing the right approach enables flexibility while striving for efficient processes. Originality/value Previous studies suggest that formalisation benefits only some KIBS, but this comparative approach shows that a variety of KIBS processes benefit from formalisation if the formalisation approach is tailored to the context. Alternative patterns of formalisation are revealed to guide further empirical research on the topic.

Productivity dispersion in the Italian knowledge-intensive business services (KIBS) industry: a multilevel analysis

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Domenico Campisi ◽  
Paolo Mancuso ◽  
Stefano Luigi Mastrodonato ◽  
Donato Morea
Keyword(s):  
Multilevel Models ◽  
Geographic Location ◽  
Productivity Index ◽  
Data Envelopment ◽  
Business Services ◽  
Content Type ◽  
Knowledge Intensive Business Services ◽  
Multifactor Productivity ◽  
Knowledge Intensive ◽  
Business Sectors

PurposeThis paper aims to provide an analysis of the productivity evolution of a sample of 18,459 knowledge-intensive business services (KIBS) firms operating in Italy over the period 2012–2018. The interaction between productivity heterogeneity firm localization and firm sector of business are also analyzed.Design/methodology/approachThe empirical setting is based on data envelopment analysis (DEA) to measure the multifactor productivity index (MPI) and on the multilevel models to investigate if the source of productivity heterogeneity among the Italian KIBS are due to the geographic location and/or to the specific business sectors in which firms operate. Data have been gathered from the AIDA database, which contains financial data of all Italian firms.FindingsThe empirical results show that MPI heterogeneity in the Italian KIBS firms' is sensitive to the regional context in which firms operate to the specific KIBS sector and above all at the interactions arising between region and sector.Originality/valueThe paper contributes to identify the source of productivity dispersion in the Italian KIBS.

Knowledge-oriented leadership and technology standard innovation: a temporary-team perspective

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Hong Jiang ◽  
Kazuyuki Motohashi ◽  
Wentao Liu ◽  
Xu Zhang
Keyword(s):  
Knowledge Integration ◽  
Innovation Process ◽  
Underlying Mechanism ◽  
Mediating Effect ◽  
Technology Standards ◽  
Content Type ◽  
Innovation Activities ◽  
Technology Standard ◽  
Member Exchange ◽  
Knowledge Intensive

Purpose This study aims to investigate the relevance of knowledge-oriented leadership (KOL) to technology standard innovation (TSI) from a temporary-team perspective. The mediating and moderating effect on knowledge integration (KI) and leader–member exchange (LMX) is emphasized. Design/methodology/approach The conceptual model is built based on an exhaustive literature review and is empirically tested in terms of a sample of 341 Chinese individuals with TSI experience. Quantitative analysis was performed using a questionnaire with the bootstrapping method used to demonstrate the mediating effect of KI. Findings The empirical results of this study prove that KI mediates the relationship between KOL and TSI. The authors deduce that LMX moderates the positive relation between KOL and KI. Originality/value Few studies have investigated the innovation activities of technology standards from a temporary-team perspective. To the best of the authors’ knowledge, this is the first study to look into the underlying mechanism of KOL in TSI. This research deepens the analysis by introducing LMX’s moderating role in the innovation process of technology standards, thereby providing valuable insights for leaders of innovation activities of technology standards and illuminating new aspects of knowledge-intensive temporary-team management.

scholarly journals Integrating supplier knowledge in new product development projects: decoupled and coupled approaches

2017 ◽  
Vol 21 (5) ◽  
pp. 1035-1052 ◽  
Author(s):  
David T. Rosell ◽  
Nicolette Lakemond ◽  
Lisa Melander
Keyword(s):  
Product Development ◽  
Knowledge Sharing ◽  
New Product Development ◽  
Knowledge Integration ◽  
New Product ◽  
Development Projects ◽  
Transfer Of Knowledge ◽  
Supplier Relationships ◽  
Content Type ◽  
Knowledge Intensive

Purpose The purpose of this paper is to explore and characterize knowledge integration approaches for integrating external knowledge of suppliers into new product development projects. Design/methodology/approach This paper is based on a multiple, in-depth case study of six product development projects at three knowledge-intensive manufacturing firms. Findings Firms make purposeful choices to devise knowledge integration approaches when working in collaborative buyer – supplier projects. The knowledge characteristics of the supplier input guide the choice of either coupling knowledge sharing and combining across firms or decoupling knowledge sharing (across firms) and knowledge combining (within firms). Research limitations/implications This study relies on a limited number of case studies and considers only one supplier relationship in each project. Further studies could examine the challenge of knowledge integration in buyer – supplier relationships in different contexts, i.e. in relation to innovation complexity and uncertainty. Practical implications Managers need to make choices when designing knowledge integration approaches in collaborative product development projects. The use of coupled and decoupled approaches can help balance requirements in terms of joint problem-solving across firms, the efficiency of knowledge integration and the risks of knowledge leakage. Originality/value The conceptualization of knowledge integration as knowledge sharing and knowledge combining extends existing perspectives on knowledge integration as either a transfer of knowledge or as revealing the presence of pertinent knowledge without entirely transmitting it. The findings point to the complexity of knowledge integration as a process influenced by knowledge characteristics, perspectives on knowledge, openness of firm boundaries and elements of knowledge sharing and combining.

Should knowledge management in organizations be rebranded?

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Maayan Nakash ◽  
Dan Bouhnik
Keyword(s):  
Knowledge Management ◽  
Organizational Context ◽  
Theory Approach ◽  
Content Type ◽  
Study Approach ◽  
Qualitative Research Methodology ◽  
Knowledge Intensive ◽  
Strategic Perspective ◽  
First Time

Purpose This study aims to examine the relevance of the term “knowledge management” (KM) in the organizational context, and deliberates whether there is a need for rebranding of this field. It also enriches the understanding regarding the appropriateness of the term “KM,” which was chosen to represent the discipline. Design/methodology/approach This study adopted a qualitative research methodology, and a case study approach was followed by conducting 19 semi-structured in-depth interviews with international KM experts working in a global consulting firm. The data were analyzed using a thematic analysis method based on the grounded theory approach. Findings The findings provide empirical evidence that attempts are being made to move away from the label “KM” in certain knowledge-intensive organizations. This study sheds light on the challenges associated with this term, which leads some to believe that the name of the discipline needs to change. Originality/value The present pioneering research contributes to empirical knowledge through investigation of an unexplored scientific field. To the best of the authors’ knowledge, for the first time, its uniqueness can be established by the fact that the opinions of KM professionals are being heard regarding the “KM” label, as well as the need for a rebranding of this discipline in the organizational context. From a practical and strategic perspective, this study suggests that the research community and practitioners pay attention to attempts to shift away from the existing title identified in organizational practice.

scholarly journals Group-works: exploring multiplex networks, leadership and group performance

2019 ◽  
Vol 6 (4) ◽  
pp. 227-245 ◽  
Author(s):  
Pamela Yeow ◽  
Alison Dean ◽  
Danielle Tucker ◽  
Linda Pomeroy
Keyword(s):  
Positive Reinforcement ◽  
Group Performance ◽  
Two Dimensions ◽  
Group Effectiveness ◽  
Content Type ◽  
Multiplex Networks ◽  
Study Approach ◽  
Group Members ◽  
Knowledge Intensive

Purpose The purpose of this paper is to explore the effect of “multiplex” (multiple overlapping) networks and leadership on group performance in a higher education setting. Design/methodology/approach Using a combination of social network analysis and interviews, the authors employ a case study approach to map the connections between academic group members. This paper analyses the relationship between this mapping and academic performance. Findings The authors identified two dimensions which influence group effectiveness: multiplex networks and distributed–coordinated leadership. Where networks are built across tasks, inter-relationships develop that lead to greater group performance. Practical implications Where group members create a dense hive of interconnectivity and are active across all group tasks, and also informally, this increases the opportunity for knowledge sharing. When this is similarly experienced by a majority of group members, there is positive reinforcement, resulting in greater group effectiveness. Originality/value This paper highlights the importance of the richness of formal ties in knowledge-intensive settings. This paper is the first to differentiate between formal connections between colleagues related to different tasks within their role. This suggests that dense configurations of informal ties are insufficient; they must be coupled with strong ties around formal activity and demonstrative leadership.

Productization of knowledge-intensive services

2016 ◽  
Vol 27 (3) ◽  
pp. 360-390 ◽  
Author(s):  
Aku Valtakoski ◽  
Katriina Järvi
Keyword(s):  
Knowledge Sharing ◽  
Participant Observation ◽  
Service Innovation ◽  
Group Behavior ◽  
Frontline Employees ◽  
Business Services ◽  
Content Type ◽  
Frontline Employee ◽  
Multiple Case ◽  
Knowledge Intensive

Purpose – The purpose of this paper is to study the antecedents of service innovation success in the knowledge-intensive business services context, especially why the participation of frontline employees and multiple organizational units is not enough for succeeding in knowledge-intensive service productization. Design/methodology/approach – A multiple-case study of two polar cases with longitudinal data, participant observation, and key personnel interviews. Findings – Case evidence indicates that frontline employee participation and cross-unit collaboration are not sufficient antecedents for successful service productization. Instead, to facilitate employee knowledge sharing, managers need to align the project goals with the goals of participating employees, and promote trust among the project workgroup. Moreover, to enable effective cross-unit collaboration, managers need to facilitate the establishment of common vocabulary for productization work and services, and to resolve any emerging conflicts between participating organizational units. Practical implications – The findings indicate the importance of enabling knowledge sharing and cross-unit collaboration for service productization. The identified antecedents translate to practical strategies for achieving these. The results also highlight the importance of bottom-up service innovation, and the management of service innovation on the group level. Originality/value – The study indicates that common antecedents for successful service innovation may not be sufficient in the knowledge-intensive context, calling into question the assumptions about individual and group behavior in service innovation, and suggesting the importance of multi-level perspective on service innovation.

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