Modes of innovation in knowledge-intensive business services evidence from Lombardy

Abstract

Innovation modes in services, KIBS, Italy, O31, O50, L84,

Untitled

“…When asked about their size relative to other firms in their sector, 46% of the surveyed companies positioned themselves as medium-sized and 36% as small. KIBS companies' innovation configurations were analyzed using a two-stage procedure similar to that employed in earlier studies [Camacho, Rodriguez, 2008;Corrocher et al, 2009;Rodriguez, Camacho, 2010]. In the first stage, factor analysis was employed (using the principle components analysis technique with a varimax rotation); this effectively reduced the number of indicators that we examined to a smaller set of distinctive compound variables (factors).…”

“…Researchers suggest that the sources of knowledge and information KIBS companies use to create and apply innovations are another important group of factors contributing to the mode of innovation. Customers, suppliers, and competitors are major sources [Corrocher et al, 2009;Rodriguez et al, 2015], while partners such as franchises or professional associations are another [Rodriguez, Camacho, 2010]. A third way of acquiring specialized knowledge and information is to purchase it, in particular, from consulting firms [Asikainen, 2015].…”

“…However, KIBS companies frequently lack specialized R&D departments and place much emphasis on the role of human capital [Schricke et al, 2012]. Therefore in-house and external staff training and other personnel development activities become important areas for expenditures [Corrocher et al, 2009;Asikainen, 2015;Rodriguez et al, 2015]. As in other industries, another major spending area, often the largest, can also be understood as expenditures on external sources of knowledge and information.…”

“…Finally, the third factor is labeled "Organizational Changes and Customization", since it brings together the application of organizational innovations on the part of the KIBS firm, with innovative customers requiring a wider range of services and, in particular, more customized services. A factor that described companies' focus on organizational innovations was also identified in the course of analyzing the Italian KIBS sector [Corrocher et al, 2009]. Factor analysis reduces the number of variables but does not reveal their distribution at the corporate level [Doloreux, Shearmur, 2013], thus creating the need for further analysis.…”

Conocimiento Incorporado Y Vínculos Intersectoriales. Aproximaciones Mediante El Análisis Input-Otput

“…The services provided by KIBS enterprises are heterogeneous, and thus the relationships established with other sectors are also different, and with different degrees of orientation towards innovation (Freel 2006;Corrocher et al 2009 There are two key aspects of KIBS that deserve attention as knowledge drivers (Alvesson 1995;Miles 2005). Firstly, these services are typically addressed to other productive sectors, and not produced for private consumption.…”