Exploring Knowledge-Intensive Business Services [electronic resource] : Knowledge Management Strategies /
Maria, Eleonora Di.editor.
Grandinetti, Roberto.editor.
Bernardo, Barbara Di.editor.
Provides an updated view of knowledge management strategies of knowledge-intensive business services (KIBS) by focusing on how those firms manage innovation in their value chains and at the territorial level. Offers an original analysis of key processes of KIBS, specializing in design, professional firms and information technology.
Description based upon print version of record.
Cover; Contents; List of Tables and Figures; Acknowledgments; Notes on Contributors; Introduction; I.1 Relationships with customers versus relationships with other organizations; I.2 Service customization versus service standardization; I.3 Knowledge co-production versus knowledge exchange; I.4 Spatial proximity versus internationalization; 1 KIBS and Knowledge Dynamics in Client-Supplier Interaction; 1.1 Introduction; 1.2 When clients learn little; 1.3 KIBS relationships; 1.4 Specialist domain knowledge; 1.5 Client knowledge and organization; 1.6 Conclusions: What is to be learned?
2 Knowledge Angels, Creative Behaviors, and Emerging Innovation Modes: Observations from Alsace, Baden-Württemberg, and Catalonia2.1 Introduction; 2.2 What are knowledge angels?; 2.3 Knowledge angels in Alsace, Baden-Württemberg, and Catalonia: An exploratory investigation; 2.4 Knowledge angels and emerging innovation modes; 2.5 Conclusion; 3 Knowledge Dynamics and Knowledge Commodification of KIBS in Time and Space; 3.1 Introduction; 3.2 The role of KIBS in knowledge dynamics and knowledge commodification: An evolutionary perspective
3.3 Innovation biography: A methodology to grasp knowledge dynamics in space and time3.4 KIBS in the sectoral knowledge domain of the automotive industry in Baden-Württemberg; 3.5 Some conclusions; 4 How Knowledge-Intensive Business Services Upgrade their Customers: Evidence from Russia; 4.1 Introduction; 4.2 Data and methodology; 4.3 KIBS production and co-production in Russia; 4.4 The co-production puzzle; 4.5 Perception asymmetry and the ""turbid glass"" effect; 4.6 Customer experience and its impact on demand for KIBS; 4.7 Customer experience and outsourcing of KIBS
4.8 Customer progress within co-production4.9 Conclusions; 5 KIBS Roles in KIBS Industries; 5.1 Introduction; 5.2 Data and measures; 5.3 Discussion; 5.4 Conclusions and future research; 6 Creativity Versus Standardization in Knowledge-Intensive Business Services: A Real Trade-Off?; 6.1 Introduction; 6.2 Standardization in KIBS; 6.3 Design and communication: Creativity-based services; 6.4 Case study; 6.5 Discussion; 6.6 Conclusions; 7 Innovation and Co-Production in Computer Services: The Case of Complex Software Solutions in the Fashion and Retail Industry in Italy; 7.1 Introduction
7.2 Theoretical premises7.3 Empirical research; 7.4 Main findings and contributions; 8 Knowledge Dynamics in Third-Party Logistics: Balancing Exploitation and Exploration Through Service Architectures; 8.1 Introduction; 8.2 Knowledge sharing and service project architecture; 8.3 Method; 8.4 Case analysis; 8.5 Discussion; 8.6 Conclusions; 9 The Role of Entrepreneurs' Human and Social Capital in Knowledge-Intensive Business Services; 9.1 Introduction; 9.2 The KIBS sector: Competitive advantage factors; 9.3 The entrepreneur's human and social capital and the firm's development stages
9.4 Research method
Includes bibliographical references and index.
Provides an updated view of knowledge management strategies of knowledge-intensive business services (KIBS) by focusing on how those firms manage innovation in their value chains and at the territorial level. Offers an original analysis of key processes of KIBS, specializing in design, professional firms and information technology.
Management.
Organization.
Management information systems.
Leadership.
Knowledge management.
Development economics.
Management.
Organization.
Business Information Systems.
Business Strategy/Leadership.
Knowledge Management.
Development Economics.