Impact of Digitalization on Service Work in Knowledge-Intensive Business Services: An Empirical Study in Tax Consultancies

2019 ◽  
Vol 3 (4) ◽  
pp. 209-222
Author(s):  
Philipp K. Görs ◽  
Henning Hummert ◽  
Anne Traum ◽  
Friedemann W. Nerdinger
Keyword(s):  
Work Engagement ◽  
Service Work ◽  
Psychological Consequences ◽  
Business Services ◽  
Knowledge Intensive Business Services ◽  
Positive Effects ◽  
Knowledge Intensive ◽  
The Impact ◽  
Positive Effect ◽  
Special Case

Digitalization is a megatrend, but there is relatively little knowledge about its consequences for service work in general and specifically in knowledge-intensive business services (KIBS). We studied the impact of digitalization on psychological consequences for employees in tax consultancies as a special case of KIBS. We compare two tax consulting jobs with very different job demands, those of tax consultants (TCs) and assistant tax consultants (ATCs). The results show that the extent of digitalization at the workplace level for ATCs correlates significantly positively with their job satisfaction. For TCs, the same variable correlates positively with their work engagement. These positive effects of digitalization are mediated in the case of ATCs by the impact on important job characteristics. In the case of TCs, which already have very good working conditions, the impact is mediated by the positive effect on self-efficacy. Theoretical and practical consequences of these results are discussed.

scholarly journals The Impact of the Coronacrisis on KIBS Sector

2021 ◽  
Vol 15 (1) ◽  
pp. 6-18
Author(s):  
Ian Miles ◽  
◽  
Veronika Belousova ◽  
Nikolay Chichkanov ◽  
Zhaklin Krayushkina ◽  
...  
Keyword(s):  
Business Services ◽  
Face To Face ◽  
Knowledge Intensive Business Services ◽  
Regulatory Frameworks ◽  
The Face ◽  
Working Practices ◽  
Knowledge Intensive ◽  
Problem Solvers ◽  
Climate Crisis ◽  
The Impact

Knowledge-Intensive Business Services (KIBS) are problem-solvers for other organizations. The coronacrisis affects KIBS directly, but also means that their clients are confronting new problems. How are KIBS addressing these two sets of challenges? This paper draws on material available in the trade and industry press, on official reports and statistics, and the early academic studies addressing these themes. We find that KIBS have been active (alongside other organizations) in providing a substantial range of services aimed at helping their clients (and others) deal with various contingencies thrown up by the crisis. Not least among these is the need to conform to shifting regulatory frameworks, and requirements for longer-term resilience. KIBS themselves have had to adapt their working practices considerably, to reduce face-to-face interaction with clients and within teams collaborating on projects. Adaptation is easier for those whose tasks that are relatively standardized and codified, and it remains to be seen how far a shift to such activities - and away from the traditional office-based venues of activity - is retained as firms recover from the crisis. KIBS are liable to play an important role in this recovery from the crisis, and policymakers can mobilize their services. Some KIBS are liable to be critical for rendering economies more resilient in the face of future pandemics and we argue that these firms are also important for confronting the mounting climate crisis.

AN EMPIRICAL STUDY ON THE IMPACT OF KIBS INNOVATION IN JAPANESE MANUFACTURING CORPORATIONS

2011 ◽  
Vol 08 (04) ◽  
pp. 501-520 ◽  
Author(s):  
YONG CAO ◽  
AKIO NAGAHIRA ◽  
SHUO SHE
Keyword(s):  
Empirical Study ◽  
Service Delivery ◽  
Radical Innovation ◽  
Incremental Innovation ◽  
Delivery Method ◽  
Business Services ◽  
Face To Face ◽  
Knowledge Intensive Business Services ◽  
Knowledge Intensive ◽  
The Impact

Dealing with knowledge intensive business services (KIBS) has become an important strategy for many firms. Services that heavily rely on professional knowledge are needed by Japanese manufacturing corporations (JMCs) for solving different problems. This article explores the impact of the utilization of KIBS on the innovation of JMCs in Japan. The goal of the paper is threefold: first, we focus on the different divisions of JMCs that have dealt with KIBS and analyze the impact of KIBS on their innovation respectively; second, we separate the types of innovation into radical innovation and incremental innovation and then analyze what and how the service delivery method contributes to each type of innovation; and finally we discuss in more depth the details of an efficient service delivery method. The results show that first, KIBS contribute more to the radical innovation of a client rather than incremental innovation and second, face-to-face is the most efficient method of service delivery from KIBS to the JMCs.

Organizational Innovation in Knowledge Intensive Business Services: The role of Networks, Culture and Resources for Innovation

2021 ◽  
pp. 231971452110207
Author(s):  
Amit Sareen ◽  
Sharadindu Pandey
Keyword(s):  
Service Sector ◽  
Organizational Innovation ◽  
Organizational Structures ◽  
Cross Sectional Survey ◽  
Business Services ◽  
Cross Sectional ◽  
Knowledge Intensive Business Services ◽  
Knowledge Intensive ◽  
Positive Effect

Among the service sector firms, knowledge-intensive business services (KIBS) are highly innovative. Traditionally, innovation has looked from a product or process innovation point of view. However, companies may also innovate in terms of their administrative processes and organizational structures, and this is referred to as Organizational Innovation (OI). Organizations have network relationships with their Customers (NC), Suppliers (NS), Select Competitors (NCOM) and Investors (NI). These networks are important sources of knowledge, technology and resources. Furthermore, the Culture for Innovation (CI) and Resources for Innovation (RI) within a firm needs to be considered. The study evaluates the role of NC, NS, NCOM, NI, CI and RI on OI. A cross-sectional survey of middle- to senior-level executives in KIBS firms in India was carried out, and it was found that CI and NI have a positive effect on OI, while NC has a moderately positive effect on OI. A culture for innovation in KIBS firms stimulates innovation. Strategic investors are able to bring knowledge from the outside world and thus play an important role in OI. Similarly, client relationships may foster OI as administrative processes, and organizational structures need to be aligned to the needs of the clients.

scholarly journals KNOWLEDGE-INTENSIVE BUSINESS SERVICES AS IMPORTANT SERVICES FOR INNOVATION AND ECONOMIC GROWTH IN SLOVAKIA

2016 ◽  
Vol 4 ◽  
pp. 042-047 ◽  
Author(s):  
Tatiana Čorejová ◽  
Mario Al Kassiri
Keyword(s):  
Economic Growth ◽  
Positive Impact ◽  
Transfer Of Knowledge ◽  
Highly Qualified ◽  
Business Services ◽  
Knowledge Intensive Business Services ◽  
Knowledge Based ◽  
Knowledge Based Economy ◽  
Knowledge Intensive ◽  
The Impact

This paper illustrates the importance of Knowledge-intensive business services (KIBS) as a source of innovation and economic growth. In the article, we explain the impact of KIBS on innovation, the importance of KIBS as a support in economic growth, its positive impact on employment and important role in the knowledge-based economy of Slovakia. This paper shows KIBS as important for innovation processes provided by institutions, such as universities, where the most important part involves research and development. Low support in services such as KIBS may cause decreases in availability of highly qualified employees and output of knowledge for innovation. Productivity and economic growth are largely dependent on fast growing technological progress and transfer of knowledge. Innovation can lead to a reduction in manual workers on one hand, while on the other  qualified employees will be needed for processes in the new applied technology. In order to fully understand the rapid growth of innovation and KIBS, we analyzed the correlation and number of scientists of its population in the EU countries.

INNOVATION AS CLUSTERS IN KNOWLEDGE INTENSIVE BUSINESS SERVICES: TAKING ICT SERVICES IN SHANGHAI AND BAVARIA AS AN EXAMPLE

2010 ◽  
Vol 14 (01) ◽  
pp. 1-18 ◽  
Author(s):  
YAN ZHAO ◽  
WEN ZHOU ◽  
STEFAN HUESIG
Keyword(s):  
Exploratory Research ◽  
High Concentration ◽  
Business Services ◽  
Firm Level ◽  
Knowledge Intensive Business Services ◽  
Software Companies ◽  
Growth Of Knowledge ◽  
Knowledge Intensive ◽  
Positive Effect ◽  
Network Mechanism

Due to the quick advancement of science and technology, the services sector which has a high content of knowledge and technology has experienced globally expeditious development in the past decade. Development in general and the growth of Knowledge Intensive Business Services (KIBS) such as Information and Communication Technology services (ICT services) in particular are at the core of the major trends that are restructuring the economic landscape of not only German but also Chinese economies. In Germany, in the new era of service economy, more emphases are put on KIBS instead of the traditional giant clusters of steel manufacturing and auto manufacturing. Especially in Bavaria, high technology clusters are prospering. The ICT services in Bavaria accounts for 40% of all software companies in Germany. A lot of ICT services clusters can be found, including IT Speicher, FIWM, BICC-NET, etc. Similar cases can be found in Shanghai, where a number of government driving as well as market pulling ICT services cluster are also coming into being. Previous empirical evidence shows an asymmetric bipolarity in the location behavior of KIBS. There is a general predominance of low concentration due to equal diffusion of these services in many regions, and a high concentration in some regions located at the top of the spatial hierarchy, particularly capital cities. The current exploratory research, drawing upon cluster theory and network theory, aims at discovering the cluster features both from the perspective of the company executives in the cluster. Using the data collected through interviews and questionnaire surveys from company managers, incorporated with current theoretical framework and, through integration and analysis, important features of the cluster such as network mechanism are calculated both in Bavaria and Shanghai. We check the supply side as well as the demand side of the reasons why clusters are formulated in the first place, and they both have a positive effect on the network mechanism of the cluster. The network mechanism has a positive effect on innovation performance of the ICT service companies. The reasons are also discussed. Suggestions are provided for policy making about the KIBS cluster forming for both regions and the cooperation in these fields, especially in terms of service outsourcing relationship. Valuable implications for deciding the location for a KIBS company on the firm level are also provided.

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