Research focusing on service innovation has seen a significant growth in the last two decades, yet the research on KIBS innovation - and especially on innovation in the creative industries, like advertising - remains rather limited. Due to the increasingly competitive business environment, how KIBS firms co-create with their clients to develop more innovative products or services is becoming more important. Therefore, this research uses the UK advertising industry as a basis to explore the nature of advertising innovation, the service innovation process and the co-creation within it, and how KIBS project innovativeness influences new service development. The literature on service innovation, co-creation and innovativeness involved in developing services or products provides the theoretical foundation for this research. It uses multiple case studies methodology and is based on 45 interviews with advertising managers. The findings of this thesis can be divided into three key areas. First, this study conceptualises the advertising innovation and advertising innovation dimensions and identifies the importance of content innovation and two-sided interface in advertising innovation. Second, the innovation process in the advertising industry can be divided into five phases: the problem diagnosis phase, the creative process, the production phase, the commercialisation phase, and the evaluation and learning phase. (In more detail, the innovation process can be divided into fourteen development stages: client brief, understanding client business, problem diagnosis, strategy planning, creative briefing, idea generation, idea testing, idea selection, idea amplification, production, testing, launch, evaluation, and learning.) This research examines what is meant by co-creation, and identifies how co-creation changes over the course of the service innovation process - where co-creation activities and tasks, and the roles of service firms and their clients, vary across stages of service production. It finds that co-creation between advertising companies and their clients follows a 'W-shaped' curve pattern, with the most intense co-creation in the problem diagnosis phase and the least in the production phase. (The practitioners in these KIBS assert that having too much co-creation activities in the idea generation stage tends to develop uncreative ideas.) Third, as the tasks of KIBS are to fuse generic knowledge with local and special knowledge related to specific problems, to develop problem solutions for their clients, this study conceptualises KIBS project innovativeness as involving two parameters: (1) the knowledge and experience of the problem itself (which relates to problem novelty); (2) the knowledge and experience of developing innovative solutions (solution innovativeness), and explores how KIBS project innovativeness influences new service development. Based on the analysis of KIBS project innovativeness, this study develops a typology of project development in KIBS firms, which includes four types of projects: routine project, new project, solution-led project, and innovative project. This research contributes to understanding the nature of service innovation and co-creation by providing a more thorough understanding of the role of co-creation in the overall new service development process. It also shapes our understanding of KIBS project innovativeness and how it influences new service development.

This thesis examines how the services of design firms, which belong to the category of service sector called Knowledge Intensive Business Services (KIBS), contribute to the innovation in the product firms. In this study, I have examined the role played by the design firm IDEO, in the product innovation of a start-up technology firm, a matured technology firm and a matured consumer product firm. The services provided by IDEO satisfy different needs of the product firms in their product innovation. The services of the design firm is useful in showcasing the technology to attract more funding for the startup technology firms and in licensing the new technology to other established firms. For established firms with a strong focus in technology research, the services of the design firms, which have the expertise in the user knowledge, is useful in balancing exploration and exploitation of their technical knowledge. For a firm whose origin is in contract manufacturing, the services of the design firms is useful in its movement upstream along the value chain in establishing its own brand identity in the end. In this study, I have also observed that the design firms carry out research experiments to explore knowledge in the user domain and to understand new technology. With the increase in the knowledge of the design firms, product firms increase their collaboration with the design firms for product innovation.

Este trabalho possui como objeto de estudo a gestão de conhecimento dentro das firmas de Serviços Empresariais Intensivos em Conhecimento ou KIBS (Knowledge- Intensive Business Services), empresas especializadas que fornecem serviços para outras firmas ou organizações. Serviços de TI, serviços de P&D, consultoria técnica, consultoria legal, consultoria financeira e consultoria gerencial são típicas empresas KIBS. Dado o grau de especialização dessas empresas, a gestão de conhecimento passa a afetar uma parcela importante do desenvolvimento de suas atividades, bem como as ferramentas ou mecanismos estabelecidos para gerenciar as práticas relativas à criação e transferência do conhecimento. Nota-se, também, que o sistema de gestão de conhecimento nessas empresas se cria e desenvolve de maneira distinta da que ocorre em outras organizações. Portanto, buscou-se entender como as organizações KIBS gerenciam seu conhecimento, em especial a experiência (na forma de conhecimento tácito), investigando os mecanismos que se estabelecem para tal fim; e como a memória organizacional e os processos de socialização específicos são criados e desenvolvidos no interior dessas organizações, tendo como objetivo entender como os Sistemas de Gestão de Conhecimento evoluem através do relacionamento entre esses processos. A metodologia de pesquisa utilizada é qualitativa. Ela foi realizada por meio de um estudo de casos múltiplos em três empresas KIBS. Para tanto, um modelo teórico foi formulado e, posteriormente, avaliado na fase de pesquisa de campo. As observações finais demonstram que o papel dos especialistas dentro das empresas KIBS é fundamental para a evolução do seu Sistema de Gestão de Conhecimento e que os processos de socialização favorecem ou diminuem suas possibilidades de fornecer requisitos de desenvolvimento. / This paper focuses on the study of knowledge management at KIBS (Knowledge- Intensive Business Services), expert companies that provide services to other companies and organizations. IT and P&D service, technical consultancy, law consultancy, financial and management consultancy are all typical KIBS. Given the level of specialization of these firms, management knowledge may play an important part in the development of their activities, as well as the tools, and mechanisms established for managing practices related to the creation and transfer of knowledge. It was noticed in these firms that knowledge management systems (KMS) have been created and developed in a way different from that in other organizations. Consequently, there has been an effort to understand how KIBS firms manage their knowledge, basically expertise in the form of tacit knowledge, by looking into the mechanisms established for that purpose. Additionally, we intend to analyze the creation and development of organizational memory (OM) and particular socialization processes inside these organizations, so that we can learn how KMS evolve through the relationship of such processes. A qualitative research methodology was applied in this project. It was carried out by a multiple case study involving three different KIBS firms. In order to achieve that aim, a theoretic model was devised and forward assessed at the fieldwork stage. Our final observations have proved the essential role experts play inside KIBS firms for the progress of KMS. Likewise, it was found that socialization processes can either increase or reduce the possibilities of supplying development requirements.

Este trabalho possui como objeto de estudo a gestão de conhecimento dentro das firmas de Serviços Empresariais Intensivos em Conhecimento ou KIBS (Knowledge- Intensive Business Services), empresas especializadas que fornecem serviços para outras firmas ou organizações. Serviços de TI, serviços de P&D, consultoria técnica, consultoria legal, consultoria financeira e consultoria gerencial são típicas empresas KIBS. Dado o grau de especialização dessas empresas, a gestão de conhecimento passa a afetar uma parcela importante do desenvolvimento de suas atividades, bem como as ferramentas ou mecanismos estabelecidos para gerenciar as práticas relativas à criação e transferência do conhecimento. Nota-se, também, que o sistema de gestão de conhecimento nessas empresas se cria e desenvolve de maneira distinta da que ocorre em outras organizações. Portanto, buscou-se entender como as organizações KIBS gerenciam seu conhecimento, em especial a experiência (na forma de conhecimento tácito), investigando os mecanismos que se estabelecem para tal fim; e como a memória organizacional e os processos de socialização específicos são criados e desenvolvidos no interior dessas organizações, tendo como objetivo entender como os Sistemas de Gestão de Conhecimento evoluem através do relacionamento entre esses processos. A metodologia de pesquisa utilizada é qualitativa. Ela foi realizada por meio de um estudo de casos múltiplos em três empresas KIBS. Para tanto, um modelo teórico foi formulado e, posteriormente, avaliado na fase de pesquisa de campo. As observações finais demonstram que o papel dos especialistas dentro das empresas KIBS é fundamental para a evolução do seu Sistema de Gestão de Conhecimento e que os processos de socialização favorecem ou diminuem suas possibilidades de fornecer requisitos de desenvolvimento. / This paper focuses on the study of knowledge management at KIBS (Knowledge- Intensive Business Services), expert companies that provide services to other companies and organizations. IT and P&D service, technical consultancy, law consultancy, financial and management consultancy are all typical KIBS. Given the level of specialization of these firms, management knowledge may play an important part in the development of their activities, as well as the tools, and mechanisms established for managing practices related to the creation and transfer of knowledge. It was noticed in these firms that knowledge management systems (KMS) have been created and developed in a way different from that in other organizations. Consequently, there has been an effort to understand how KIBS firms manage their knowledge, basically expertise in the form of tacit knowledge, by looking into the mechanisms established for that purpose. Additionally, we intend to analyze the creation and development of organizational memory (OM) and particular socialization processes inside these organizations, so that we can learn how KMS evolve through the relationship of such processes. A qualitative research methodology was applied in this project. It was carried out by a multiple case study involving three different KIBS firms. In order to achieve that aim, a theoretic model was devised and forward assessed at the fieldwork stage. Our final observations have proved the essential role experts play inside KIBS firms for the progress of KMS. Likewise, it was found that socialization processes can either increase or reduce the possibilities of supplying development requirements.

Dissertação (Mestrado em Administração de Empresas) - Centro Universitário FEI, São Paulo, 2018

Made available in DSpace on 2016-03-15T19:25:31Z (GMT). No. of bitstreams: 1 Gaston Marcos Molas Quiroga.pdf: 1126236 bytes, checksum: a58c16c492722601292254b1a0630c60 (MD5) Previous issue date: 2011-02-02 / The purpose of this study was to describe the process of knowledge transfer in consultancy projects, to identify the model, type and stages involved in a business service process provided by a p-KIBS company and to detect possible barriers to the knowledge transfer process related to knowledge, contect, source and recipient. The type of business chosen for this study was the p-KIBS company (Professional Knowledge Intensive Business Services), because litttle is known about this business in Brazil. As compared to other businesses, the p-KIBS have a differentiation of high customer interaction. The interviews were carried out using prepared survey questionnaires, especially designed for the business and for the customer in question. The technique used for the collection, analysis and interpretation of the data was the one proposed by Nigel King´s (2004). The company chosen for this study was Sales Talent a consultant firm specialized in providing knowledge intensive business service in sales area (P-KIBS). The analysis unit studied is the project itself, where the service is provided to a customer identified in this study as the ―ABC Company‖ a multinational company of the Information Technology sector. Two projects were studied, starting with the hiring of the p-KIBS and closing with the feedback. The conclusions drawn were the following: i) due to the close participation of both companies, working with bi-directional information flow, the model of information transfererence was collaborative; ii) the types of knowledge transfer present in the study are the serial type - with reference to the design of the model - and of the specialized type - with reference to the content; iii) all the stages in the knowledge transfer described in the literature were identified in the project - in less degree in integration and retention stage, that was restricted to one area; iv) it was noted that the process of knowledge tranfer is wider than that of the services provided because it includes activities carried out prior to the project - such as motivation and start up and other after the project is finished such as feedback; v) the barriers regarding knowledge (casual ambiguity) and the recipient (incapacity to retain knowledge) had great impact on the project, but were minimized by the strong interpersonal relationship. In addition, a wider interpretation model is put forward. This model integrates the stages of knowledge transfer in the process of providing business services, with a view to improving the approach and interaction between the consultant company and the customer. / Este estudo teve por objetivo descrever o processo de transferência do conhecimento em projetos de consultoria, bem como identificar o modelo, o tipo e as etapas da transferência do conhecimento no processo de prestação de serviço de uma empresa p-KIBS, e eventuais barreiras de transferência do conhecimento referentes ao conhecimento, contexto, fonte e receptor. Optou-se pelo estudo das empresas p-KIBS (Professional - Knowledge Intensive Business Services), pois pouco se conhece sobre estas empresas no Brasil e sabe-se que um dos diferenciais destas empresas frente a outros tipos de prestadores de serviço é a alta interação que têm com seus clientes. Foram realizadas entrevistas em profundidade, utilizando roteiro de pesquisa semiestruturado, adaptado para a empresa e para o cliente. Para a coleta, análise e interpretação dos dados, utilizou-se a técnica de análise de template proposta por Nigel King (2004). A empresa escolhida para a realização deste estudo foi a consultoria SalesTalent, prestadora de serviços intensivos em conhecimento de vendas (p-KIBS). A unidade de análise estudada é o projeto, onde ocorre a prestação do serviço em um cliente retratado por uma multinacional do setor de Tecnologia de Informação, denominada neste estudo de ―Empresa ABC‖. Foram estudados dois projetos, desde a contratação até o feedback. Os achados no estudo foram os seguintes: i) devido à próxima participação em conjunto de ambas as empresas, com fluxo de informação bidirecional, o modelo de transferência foi colaborativo; ii) os tipos de transferência do conhecimento presentes no estudo são o tipo serial, referente ao desenho do modelo, e o tipo especializada, referente ao conteúdo; iii) todas as etapas da transferência do conhecimento descritas na literatura foram identificadas no projeto, em menor grau a integração e retenção, que ficou restrita a uma área; iv) percebeu-se que o processo de transferência do conhecimento é mais amplo que a prestação de serviço, pois envolve atividades realizadas antes do projeto, como a motivação e iniciação, e depois do projeto, o feedback; v) as barreiras de conhecimento (ambiguidade causal) e receptor (incapacidade de retenção) tiveram maior impacto no projeto, minimizadas pelo sólido relacionamento interpessoal. Adicionalmente é proposto um modelo interpretativo amplo, que integra as etapas de transferência no processo de prestação do serviço, visando aperfeiçoar a abordagem e a interação da consultoria com o cliente.

Idag förväntas IT-konsulter kunna utföra en större variation av arbetsuppgifter och besitta kunskap inom fler tekniska områden än någonsin tidigare. Då komplexiteten inom IT industrin tydligt trappats upp, en komplexitet som konsulterna förväntas kunna hantera bra, har det blivit allt viktigare för varje konsult att arbeta effektivt och därmed bidra till IT-konsultföretagens totala effektivitet. Denna studie undersöker därför hur den interna effektiviteten inom IT-konsultföretag skulle kunna ökas och hur företagens ledare bör agera för att öka effektiviteten kortsiktigt som långsiktigt. Vår studie bygger på en fallstudie baserad på 17 intervjuer och två workshops genomförda på ett svenskt IT-konsultföretag lokaliserat i Stockholm, samt på tre externa intervjuer och en kontinuerlig och iterativ litteraturstudie. Den interna effektiviteten inom IT-konsultföretag skulle kunna ökas genom förbättring av de individuella aktiviteterna anslutna till deras organisationsrutiner. De individuella aktiviteterna som indikerar störst potential för ökad intern effektivitet är de lågt prioriterade aktiviteterna; individuella aktiviteter som konsulterna tenderar att prioritera lägre, vilket ofta resulterar i att aktiviteterna förskjuts. Dessa aktiviteter är genomförda mer ineffektivt än andra individuella aktiviteter är på grund av fyra gemensamma rotorsaker: (1) bristande strukturkapital, (2) bristfälligt stöd av organisationskulturen, (3) otillräckliga kommunikationspolicys, and (4) brist på incitament. Denna studie tillhandhåller därtill konkreta åtgärder för hur detta kan hanteras kortsiktigt som långsiktigt av gruppledarna respektive ledningsgruppen i IT-konsultföretag. / Today’s IT consultants are expected to carry out an increasing variety of tasks and possess knowledge within more technology areas than previously. As the complexity within the IT industry evidently is stepping up and the consultants are expected to manage this complexity well, it becomes more crucial than ever for each consultant to work efficiently and contribute to the IT consultancy firms’ overall efficiency. This research therefore investigates how the internal efficiency within IT consultancy firms could be increased as how the firms’ leaders should act in order to enhance the efficiency in the short and long run. Our research is based on a case study of 17 interviews and two workshops performed at a Swedish IT consultancy firm located in Stockholm, as well as three external interviews and a coherent and iterative literature review. The internal efficiency within IT consultancy firms could be increased by improving their individual activities attached to their organisational routines. The individual activities indicating the greatest potential to increase the internal efficiency are the low-prioritised activities - individual activities that consultants tend to prioritise lower, which often results in postponement of the activities. Why these activities are performed more inefficiently than other individual activities are due to four common root causes: (1) insufficient structural capital, (2) insufficient cultural support, (3) poor communication policies, and (4) lack of incentives. Concrete actions for how this could be operated in the short as well as the long run, are provided by this research. Its managerial implications are therefore directed towards the team managers as well as top management within IT consultancy firms.

While knowledge-intensive business services (KIBS) play an important role in industrialized economies, little research has focused on how best to support their design. The emerging understanding of service as a process of value cocreation – or collaborative value creation – can provide the foundations for this purpose; however, this body of literature lacks empirically grounded explanations of how value is actually cocreated and does not provide adequate design support for the specific context of KIBS. This research thus first identifies generative mechanisms of value cocreation in KIBS engagements; it then develops a design framework from this understanding; finally, it elaborates a modeling technique fulfilling the requirements derived from this design framework. A multiple-case study of two academic research and development service engagements, as a particular type of KIBS engagement, was first undertaken to identify generative mechanisms of value cocreation. Data was gathered through interviews, observation, and documentation, and was analyzed both inductively and deductively according to key concepts of value cocreation proposed in literature. Data from a third case study was then used to evaluate the ability of the modeling technique to support the analysis of value cocreation processes in KIBS engagements. Empirical findings identify two contextual factors; one core mechanism; six direct mechanisms; four supporting mechanisms; and two overall processes of value cocreation, aligning and integrating. These findings emphasize the strategic nature of value cocreation in KIBS engagements. Results include an empirically grounded design framework that identifies points of intervention to foster value cocreation in KIBS engagements, and from which modeling requirements are derived. To fulfill these requirements, a modeling technique Value Cocreation Modeling 2 (VCM2) was created by adapting and combining concepts from several existing modeling approaches developed for strategic actors modeling, value network modeling, and business intelligence modeling.

Recent innovation research has paid more attention to investigating innovation in KIBS. The KIBS sector is widely reported to be more innovative than most other services. However, many past studies in this area have focused on R&D when analysing service innovation in KIBS. While some KIBS (typically those classified as Technological-KIBS or T-KIBS) do made substantial investment in R&D, this is however much less the case in many other KIBS (especially in Professional-KIBS/P-KIBS and Creative-KIBS/C-KIBS). This implies that other activities –apart from conventional R&D– may be applicable to understanding service innovation in KIBS. Knowledge management approaches have been introduced in several previous studies of service innovation in KIBS - but these typically see ‘knowledge’ as an object or property. This study argues for, and develops, an alternative ‘knowing’ perspective, which viewing knowledge as embedded in practice. This approach is underpinned by the interactivity and knowledge-intensity characteristics of KIBS. Their services are typically solutions to specific client problems. Knowledge is thus context-dependent and much relevant knowledge is learned in the very local context of practice. This theoretical standpoint is applied in this qualitative research study, exploring the role of knowing in service innovation in KIBS. In so doing, we employ four data sources (i.e. in-depth semi-structured interviews, expert interviews, observation and archival data) and apply the techniques of template analysis to the rich qualitative data that has been generated. We then delve into three analytical exercises. First, we depart from the current theories of service innovation, framing the exploration in the light of the concepts of service innovation dimensions and dynamic capabilities (introduced in the literature review). Second, we analyse what forms of knowing are involved in the process of service innovation. Third, we synthesise the first two analytical exercises to probe on the interrelation between service innovation and knowing in KIBS - what roles do forms of knowing play in service innovation?One major finding of this research is that service innovation and managing knowing in KIBS are interrelated by the fact that knowing is seen as enacted capability, forms of knowing are constituted in the process of service innovation, and this requires particular capabilities. We identify four ways of knowing in which KIBS engage for service innovation. Here, we incorporate the knowledge relatedness factor and the strategic focus to knowing (i.e. exploration or exploitation). These aspects enable this research to put forth the argument that the more the members of KIBS enact their knowing in practice, the better understanding they have towards the practice, the firm and the environment. Such ultimately becomes important for the sustainability of KIBS, not only to meet current market demands, but also to be able to construct new frameworks and thus to influence market development.

KIBS providers are organizations that perform knowledge intensive business activities mainly for other organizations and in the present age have become key components of industrialized economies. The primary purpose of KIBS providers is to deliver customized solutions to clients through the implementation of three core knowledge processes: knowledge acquisition, knowledge recombination, and knowledge diffusion. Existing research has predominantly focused on understanding the importance of these providers in creating a competitive edge for their clients. However, little is known in terms of how such providers can create an improved competitive position for themselves. This research helps to understand whether the use of knowledge processes influences the competitive advantage¬ of KIBS providers. A guiding framework developed from literature posits that such generic knowledge processes may provide competitive advantage for a given provider if they are transformed into valuable, rare, inimitable, and well-exploited resources (VRIO). The study follows a holistic multiple case research design of three IT service providers to refine the existing theory on the influence of knowledge processes on the competitive advantage of KIBS providers. Data was collected through interviews of employees occupying different roles in a company to provide their perspectives on the various parts of the framework. The findings of this study reveal that participants perceive knowledge processes to provide competitive advantage to their companies. However, data analysis using the VRIO framework indicates that knowledge processes do not confer competitive advantage by themselves, but rather through an emerging theme called delivery. Findings also indicate that delivery influences other factors of competitive advantage. The study contributes to the existing literature as it leads to a refined understanding of the relationship between knowledge processes and competitive advantage by highlighting the importance of delivery as a dynamic capability. The study has practical implications for managers as it informs them that delivery improves brand name, reduces costs, and helps to achieve client satisfaction.