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Slide 1: Manchester Institute of Innovation Research Knowledge Intensive Business Services - KIBS Ian Miles Ian.Miles@mbs.ac.uk MOSTI service innovation seminar 7 MOSTI - Service Innovation 2009
Slide 2: Manchester Institute of Innovation Research Sets of Services Whole Economy Services Business-related Services Business Services KIBS MOSTI - Service Innovation 2009
Slide 3: Manchester Institute of Innovation Research KIBS – classic definition (1995) As a first approach to a definition, we understand KIBS to be services that: • Rely heavily upon professional knowledge. Thus, their employment structures are heavily weighted towards scientists, engineers, experts of all types. Many are practitioners of technology and technical change, Whatever their technological or professional specialism, they will also tend to be leading users of Information Technology to support their activities. • Either supply products which are themselves primarily sources of information and knowledge to their users (e.g. measurements, reports, training, consultancy); • Or use their knowledge to produce services which are intermediate inputs to their clients' own knowledge generating and information processing activities (e.g. communication and computer services). These client activities may be for internal use or supplied to yet other users in turn. • Have as their main clients other businesses (including public services and the self-employed). Indeed, knowledge-intensive activities will frequently tend to be business-related, since as labour-intensive activities they will be relatively costly. (Educational and medical services demonstrate that delivery to final consumers often has to be mediated through collective service organisation.) Miles et al (1995) MOSTI - Service Innovation 2009
Slide 4: Manchester Institute of Innovation Research KIBS – EMCC (2005) • As business services, KIBS are mainly concerned with providing knowledge-intensive inputs to the business processes of other organizations. These other organizations can, and often do, include public sector clients – KIBS do not only provide services to businesses. • Knowledge-intensity is not easy to measure, but one convenient indicator is the shares of graduates in an industrial workforce. By this measure, KIBS are unusually high in terms of graduate-intensity. The graduates have been trained in different areas of knowledge: some specialize more in scientific and technological knowledge, others more in administrative, managerial or sociolegal affairs. MOSTI - Service Innovation 2009
Slide 5: CIS3 data, UK 10% 20% 30% 40% 50% 70% Manchester Institute of 60% Innovation Research 0% Low Tech Manufacturing Passenger Transport Freight Transport Construction Other Transport Medium High Tech Manufacturing Extraction, Utilities, Recycling Wholesale Renting and Leasing High Tech Manufacturing Mean % Other Graduates Mean % S&E Graduates KIBS Graduate-Intensity MOSTI - Service Innovation 2009 Medium Low Tech Manufacturing "professional KIBS" ??? Banking, Insurance, Property Trading Telecoms & other IT services Legal / Accounting Publish, Trav/Est Ag, Mkt Res Managerial / Organisational Servs Architecture & Engineering R&D and Technical Testing Computer Services “technologybased KIBS”
Slide 6: Manchester Institute of Innovation Research What services are KIBs? • Starting point: Business Service sectors: Most of NACE 72-74 Most important activities •Renting of transport, construction equipment, office machinery NACE Classn Business Services Leasing & renting 71 71.1, .2 72 72.1 – 6 Computer • Hardware consultancy • Software consultancy • Data processing • Database activities 73 73.1, .2 74 74.2,.3 R&D • Research and experimental development on natural sciences and engineering • …on social sciences and humanities • Technical testing and analysis • Management consulting Technical • Architectural activities • Engineering activities Professional • Legal activities • Accounting & tax consultancy Marketing • Market research Labour recruitment Operational Other •Security activities 74.11- .12, 74.14 74.13, 74.4 74.5 74.6, 74.7 74.81-84 • Advertising • Industrial cleaning •Labour recruitment and provision of personnel MOSTI - Service Innovation •Secretarial and translation activities • Photography • 2009Packing activities • Fairs & exhibitions
Slide 7: Manchester Institute of Innovation Research • Services to specific sectors • Some parts of section M (training), N (veterinary), and O (Other community, social and personal service activities): Nace Rev 1 – 91.1 Activities of business, employers’ and professional organizations – 92.1 Motion picture and video activities 921x – 92.11 Motion picture and video production 9211x – 92.12 Motion picture and video distribution 9211x – 92.13 Motion picture projection 9212 – 92.2 Radio and television activities 921x – 92.20 Radio and television activities – 92.31 Artistic and literary creation and interpretation (includes Technical Writing!) – 92.40 News agency activities – 92.51 Library and archives activities MOSTI - Service Innovation 2009 There are (a few) KIBS elsewhere
Slide 8: Manchester Institute of Innovation Research KIBS are often particularly innovative - UK CIS4 UK CIS4 data: “Understanding data Wholesale Trade and Repair Retail Trade Hotels and Restaurants Transport and Communication Financial Intermediation Real Estate and Renting of Mach. Computer and Related Research and Development Business Services Manufacturing Hidden Innovation: Services in the UK “ Programme on Regional Innovation, Cambridge-MIT Institute 2008 report to NESTA Wholesale Trade and Repair Retail Trade Hotels and Restaurants Transport and Communication Financial Intermediation Real Estate and Renting of Mach. Computer and Related Research and Development Business Services Manufacturing 0 10 20 30 40 Manufactured product 50 0 60 10 20 (good) MOSTI - Service Innovation 2009 Service Product (service) 30 40 50 Product Innovation
Slide 9: Manchester Institute of Innovation Research KIBS are often particularly innovative 2 - UK CIS4 UK CIS4 data: “Understanding data Wholesale Trade and Repair Retail Trade Hotels and Restaurants Transport and Communication Financial Intermediation Real Estate and Renting of Mach. Computer and Related Research and Development Business Services Manufacturing 0 10 20 30 40 50 Hidden Innovation: Services in the UK “ Programme on Regional Innovation, Cambridge-MIT Institute 2008 report to NESTA 60 MOSTI - Service Innovation 2009 Process Innovation
Slide 10: Manchester Institute of Innovation Research KIBS are often particularly innovative 4 - UK CIS4 UK CIS4 data: “Understanding data Wholesale Trade and Repair Retail Trade Hotels and Restaurants Transport and Communication Financial Intermediation Real Estate and Renting of Mach. Computer and Related Research and Development Business Services Manufacturing 0 5 10 15 20 25 30 35 40 45 Hidden Innovation: Services in the UK “ Programme on Regional Innovation, Cambridge-MIT Institute 2008 report to NESTA 50 Novel Process Innovation Novel Product Innovation MOSTI - Service Innovation 2009 NOVEL Innovation: new to market or industry
Slide 11: Manchester Institute of Innovation Research KIBS are often particularly innovative 5 - UK CIS4 UK CIS4 data: “Understanding data Hotels and Restaurants Transport and Communication Financial Intermediation Real Estate and Renting of Mach. Computer and Related Research and Development Business Services Manufacturing 0 5,000 10,000 15,000 20,000 Hidden Innovation: Services in the UK “ Programme on Wholesale Trade and Repair Regional Innovation, Cambridge-MIT Institute 2008 report to NESTA Retail Trade 25,000 MOSTI - Service Innovation 2009 Intramural R&D Expenditure p.e. Extramural R&D Expenditure p.e. Machinery, Equip. and Soft. Exp. p.e. Expenditure on External Knowledge p.e. Training Expenditure p.e. Design Expenditure p.e. Marketing Expenditure p.e. Innovation Expenditure per employee
Slide 12: Manchester Institute of Innovation Research Structure of Innovation Spend in Services Wholesale Trade and Repair Retail Trade Hotels and Restaurants Transport and Communication Financial Intermediation UK CIS4 data: “Understanding Hidden Innovation: Services in the UK “ Programme on Regional Innovation, Cambridge-MIT Institute 2008 report to NESTA Real Estate and Renting of Mach. Computer and Related Research and Development Business Services Innovation Expenditure Manufacturing 0 10 20 30 40 50 60 70 80 90 100 MOSTI - Service Innovation 2009 Intramural R&D Expenditure Expenditure on External Knowledge Marketing Expenditure Extramural R&D Expenditure Training Expenditure Machinery, Equip. and Soft. Exp. Design Expenditure
Slide 13: Manchester Institute of Innovation Research Busine ss Service UK CIS4 data: “Understanding s Wholesale Trade and Repair Retail Trade Hotels and Restaurants Transport and Communication Financial Intermediation Real Estate and Renting of Mach. Computer and Related Research and Development Business Services Legal, Accounting and Management Architectural and Engineering Technical Testing and Analysis Advertising Labour Recruitment Investigation and Security Hidden Innovation: Services in the UK “ Programme on Industrial Cleaning Regional Innovation, Cambridge-MIT Institute 2008 report to NESTA Miscellaneous 0 10 20 30 40 50 60 70 80 90 100 Intramural R&D Expenditure Expenditure on External Knowledge Marketing Expenditure Extramural R&D Expenditure Training Expenditure Machinery, Equip. and Soft. Exp. Design Expenditure Innovation Expenditure Manufacturing 0 10 20 30 40 50 60 70 80 90 100 MOSTI - Service Innovation 2009 Intramural R&D Expenditure Expenditure on External Knowledge Marketing Expenditure Extramural R&D Expenditure Training Expenditure Machinery, Equip. and Soft. Exp. Design Expenditure
Slide 14: Manchester Institute of Innovation Research How important are these services? Eurostat, 2007, European Business 15.5% EU employment; 14.5% VA MOSTI - Service Innovation 2009
Slide 15: Manchester Institute of Innovation Research Relative Scale of various BS in the UK, 2000 Rapid growth, across industrial world 0 10 20 30 40 50 VALUE ADDED bn euros 60 70 MOSTI - Service Innovation 2009
Slide 16: Manchester Institute of Innovation Research So, what do KIBS do? • They provide, or use, knowledge that clients lack (in sufficient quantity) • But what sorts of knowledge and what sorts of uses? • Answer – practically everything! MOSTI - Service Innovation 2009
Slide 17: Manchester Institute of Innovation Research Knowledge of internal characteristics and external environments – Clients, Suppliers Process Technology Product Technology & Design Management Techniques Health and Safety Human Resources Markets Natural & Physical Env Collaborators Competitors Social & Institutional Env Organisational Structure/ Design Routines Regulators Financiers MOSTI - Service Innovation 2009
Slide 18: Manchester Institute of Innovation Research Knowledge of internal characteristics and external environments – Knowledge applied to Problem solving: • Support for self-diagnosis • Diagnosis • Prescription • Configuration • Implementation of Solutions MOSTI - Service Innovation 2009 What’s the background? What’s the problem? What’s the solution? How to effect it? Putting it into practice
Slide 19: Universities Laboratories Governments Other KIBS Clients Intelligence Suppliers etc. Manchester Institute of Innovation Research Intermediators Diagnosis Prescription (Configuration) Implementation External (generic) knowledge resources * KIBS synthesising and translating generic knowledge Firm’s absorption of knowledge MOSTI - Service Innovation 2009
Slide 20: Universities Laboratories Governments Other KIBS Clients Intelligence Suppliers etc. Manchester Institute of Innovation Research Its an Interactive Process! Diagnosis Prescription (Configuration) Implementation External (generic) knowledge resources * * including previous service encounters Preliminary Problem Formulation Coproduction and Absorption of Solution KIBS fusing generic and local knowledge – and creating new knowledge through R&D etc Client’s knowledge and experienced problem MOSTI - Service Innovation 2009
Slide 21: Manchester Institute of Innovation Research Interactive Innovation Intelligence Diagnosis Prescription Configuration Implementation Knowledge of environments & technologies; scientific & engineering External (generic) principles; innovation-relevant market knowledge regulations, laws conditions, resources Better understanding of problem, ways of measuring and monitoring Reduced risk in defining solution; KIBS fusing introduction of new types and local generic of solution Easier learning and application of Preliminary Problem in combining processes experience Formulation Firm’s experience Saving resources that can be applied Coproduction and of problem to core products, processes - & other Absorption of Solution goals MOSTI - Service Innovation 2009 knowledge
Slide 22: Manchester Institute of Innovation Research 1 Effecting Innovation KIBS Innovation Data production, processing, knowledge generation, generalisation, synthesis methods; presentation tools; specific technologies and techniques for problem area... Client Innovation Reduced risks, accelerated learning, new ideas, training, freer resources, focus on core problems Coproduction of Innovation Interactive learning about problems and potential solutions; new market opportunities MOSTI - Service Innovation 2009
Slide 23: Manchester Institute of Innovation Research Relations with Clients are Central Service Firm Client Problem formulation Agreement on shared problem definition Interaction around features of problem Reaction to client’s formulation of problem Agreement on shared problem definition Interaction around features of problem Formulation of solution Delivery of solution Ongoing support – “afterservice” MOSTI - Service Innovation 2009 Information interchanges Delivery of solution Implementation of solution
Slide 24: Manchester Institute of Innovation Research • Tordoir: Jobbing, Sparring, Sales P P Tordoir, 1996, The Relations with Clients are Central • Gallouj: Client Roles and Strategies in Managing Relationship – esp. selecting KIBS/specifying services C Gallouj, 1997, “Asymmetry of information and the service relationship: selection and • Bettencourt: role responsibilities for clients effective coproduction – – – – – – communication openness, shared problem solving, tolerance, accommodation, advocacy, involvement in project governance personal dedication Bettencourt et al, 2002, “Client Co-Production in Knowledge-Intensive Business Services” California Management Review, Vol. 44, Issue 4 Professional Knowledge Economy: The Management and Integration of Professional Services in Business Organizations, Dordrecht, Kluwer Academic evaluation of the service provider”, International Journal of Service Industry Management, Vol. 8 No. 1, 1997, pp. 42-64. MOSTI - Service Innovation 2009
Slide 25: Manchester Institute of Innovation Research Swedish KIBS Survey (Nählinder) (Higher for less standardised services) (All higher for more innovative firms) 1000 KIBS firms MOSTI - Service Innovation 2009
Slide 26: Manchester Institute of Innovation Research UK environmental services Orientation to technology 100 firms, 1995 MOSTI - Service Innovation 2009
Slide 27: Manchester Institute of Innovation Research Hipp - German Survey 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% Other Financial Other Bus. Sers. Banking / Ins. Sci. & Tech. Transp. & Software Trade Services vary in standardisation … some more designed for clients… especially in KIBS Surprisingly low specialisation – may depend on question – cf Nahlinder 0% Specialised Intermediate Comm. MOSTI - Service Innovation 2009 Standardised Sers. Sers.
Slide 28: Manchester Institute of Innovation Research Hipp - German Survey • Half the innovating service firms thought their innovations positively impacted client performance/productivity – 16% “very important” productivity, 13% performance. Fewer for the firms supplying standardised solutions - 1/3 • 4/5 of software firms thought this (as opposed to only 2/5 financial firms, for instance) • Service innovation>organisational innovation (but this can have MOSTI - Service Innovation 2009 an impact too)
Slide 29: Manchester Institute of Innovation Research But what is the User’s View ? PWC study of consultants’clients, 2006 180 clients, large range of consultancy services MOSTI - Service Innovation 2009
Slide 30: Manchester Institute of Innovation Research User’s View of Benefits – PWC 2006 MOSTI - Service Innovation 2009
Slide 31: Manchester Institute of Innovation Research Who are the Users? sector share relative to sector output Input Output data Various EU countries, c1995 3 2.5 2 1.5 1 0.5 0 Manufacturing 30 25 20 15 10 5 0 Major markets Intensive users Transport and Storage Construction Trade and Hotels Public Sector Post and Telecom Real Estate Finance and Insurance MOSTI - Service Innovation 2009 Agriculture and Mining Business Services Utilities
Slide 32: Manchester Institute of Innovation Research Survey of Swedish KIBS 900 800 700 600 500 400 300 200 100 0 Ranking of users Third First Second Fourth Services S Manufacturing M Public P Sector Households H MOSTI - Service Innovation 2009
Slide 33: Manchester Institute of Innovation Research Who are the Users? UK 1995 UK Business Services mainly supporting other services Computer R&D Other bus. MOSTI - Service Innovation 2009 services services services
Slide 34: Manchester Institute of Innovation Research Who are the Users? France 1995 Computer R&D Other bus. MOSTI - Service Innovation 2009 services services services France Business Services mainly supporting other services, except R&D services
Slide 35: Manchester Institute of Innovation Research Top Ten Users- R&D Services UK c1995 85% of output goes to top 20 - 9 are services, many public MOSTI - Service Innovation 2009
Slide 36: Manchester Institute of Innovation Research Implications for Innovation • Apart from freeing up resources, & being dispensable… • KIBS are specialists - in acquiring, possessing and communicating knowledge. Alternative to labour mobility. • Able to draw on generalised knowledge from other firms and sectors. FUSION – and some creation of knowledge • Less wedded to heritage, organisational rigidities, factions • But… how far do they really help clients move in new directions? (E.g. : what role in move to cleaner technology?) MOSTI - Service Innovation 2009
Slide 37: practical issues and research questions • “ Absorption capacity” – what capabilities and practices Client clients need to effectively select KIBS, define problems, use side solutions? • “Organisational amnesia” – how can they cope with loss of memory when activities outsourced? • Knowledge management (a) capture of new learning; (b) across organisational boundaries; (c) across professions? • Standard solutions vs. sensitivity to organisational culture, national circumstances, etc. • Professionalism: avoidance of “capture”, of collusion with clients and/or suppliers, of conflicts of interest • Methods for maintaining and demonstrating quality control, addressing information asymmetries KIBS• Retention and motivation of experts MOSTI - Service Innovation 2009 Manchester Institute of Innovation Research Some implications –
Slide 38: Manchester Institute of Innovation Research Centrality of KIBS Professional Workers • • • • • Retention Motivation Collaboration Knowledge Exchange and Capture Good source: Dawson, R., 1999, Developing Knowledge-Based Client Relationships: The Future of Professional Services, Boston: Butterworth-Heinemann MOSTI - Service Innovation 2009
Slide 39: Manchester Institute of Innovation Research Work Experience across Sectors MOSTI - Service Innovation 2009
Slide 40: Manchester Institute of Innovation Research Work Experience across Sectors MOSTI - Service Innovation 2009
Slide 41: Manchester Institute of Innovation Research Understanding KISA MOSTI - Service Innovation 2009
Slide 42: Manchester Institute of Innovation Research What are KISAs? Knowledge-Intensive Services Starting point: KIBS sectors Most of NACE 72-74 1995 definition: – Rely heavily upon professional/expert knowledge. – High employment of scientists, engineers, experts of all types. Often small firms (evidence now: 95%<10emp). – Tend to be leading users of Information Technology. – Help define and solve problems in business processes of users in private and public sectors. – Products may be primarily information and knowledge resources; or intermediate inputs to clients’ knowledge generating and information processing activities. – Service often coproduced with client, highly customised or specialised – a fusion of generic and local knowledge. • • • • MOSTI - Service Innovation 2009
Slide 43: Manchester Institute of Innovation Research KIBS have grown… • Debate about how much growth is outsourcing (and now, about scope for offshoring) • KIBS are “external” KISA, but within all sectors there are: – Computer and technical professions – R&D professionals – “traditional” professions (lawyers, accountants) – institutional knowledge – “social” professions (marketing, advertising, etc.) • Typically a growing share of sectoral employment • Internal services, and “Product Services” MOSTI - Service Innovation 2009
Slide 44: Manchester Institute of Innovation Research What are KISAs? Knowledge-Intensive Services • Starting point: KIBS sectors; most of NACE 72-74 • 1995 definition: – Rely heavily upon professional/expert knowledge. – High employment of scientists, engineers, experts of all types. Often small firms (evidence now: 95%<10emp). – Tend to be leading users of Information Technology. – Help define and solve problems in business processes of users in private and public sectors. – Products may be primarily information and knowledge resources; or intermediate inputs to clients’ knowledge generating and information processing activities. – Service often coproduced with client, highly customised or specialised – a fusion of generic and local knowledge. MOSTI - Service Innovation 2009
Slide 45: Manchester Institute of Innovation Research Missing and Problem KISAs • “Creative services” – much design, graphics, media support • Finance • Communications • Management - may not map onto consultancy More work needed, but we can see: MOSTI - Service Innovation 2009
Slide 46: Manchester Institute of Innovation Research Orientation ISCO categories that seem to correspond to KISA employees, in particular: 1: legislators, senior officials and managers; 2: professionals (in 1 Physical, mathematical and engineering science; Life science and health; Teaching; and Others); 3: technicians and associate professionals (as in group 2), [4: clericals] MOSTI - Service Innovation 2009
Slide 47: Manchester Institute of Innovation Research Three KISA Occupations CEDEFOP data, ISCO categories Non-marketed services Business and other services Distribution and transport Construction Manufacturing Primary sector and utilities 0% 10% 20% 30% ISCO 1 (Legislators, etc) ISCO 2 (Professionals) ISCO 3 (Technicians etc) 40% 50% 60% 70% MOSTI - Service Innovation 2009
Slide 48: Manchester Institute of Innovation Research DISTRIBUTION OF THE PERSONNEL OF SOME EXPERT PROFESSIONS BETWEEN KIBS INDUSTRIES AND OTHER INDUSTRIES IN FINLAND 1995 Architects & engineers Technicians Physicists, chemists, biologists etc. Computing professionals Industrial designers Legal professionals Accountants Book-keepers Marketing professionals Advertising copywriters in KIBS industries in other industries More detailed KISA occupations – in KIBS and elsewhere Economic & social science professionals Administrative professionals Personnel & recruitment professionals Training directors, training planners, trainers 0 10,000 20,000 30,000 40,000 50,000 60,000 70,000 MOSTI - Service Innovation 2009 Source: Marja Toivonen
Slide 49: Manchester Institute of Innovation Research Likewise for “Creatives” in UK MOSTI - Service Innovation 2009
Slide 50: Manchester Institute of Innovation Research isco9 isco8 isco7 isco6 isco5 isco4 isco3 isco2 isco1 0 10 Features of work – by occupation Using internet / email for work Working with computers Solving unforeseen problems isco9 isco8 isco7 isco6 isco5 isco4 20 30 40 50 60 70 80 90 Have to interrupt a task in order to take on an unforeseen task isco3 isco2 9: ELEMENTARY OCCUPATIONS isco1 8: PLANT & MACHINE OPERATORS & ASSEMBLERS 7: CRAFT & RELATED TRADES WORKERS 0 6: SKILLED AGRICULTURAL & FISHERY WORKERS 5: SERVICE WORKERS & SHOP & MARKET SALES WORKERS 4: CLERKS 3: TECHNICIANS & ASSOCIATE PROFESSIONALS 2: PROFESSIONALS 1: LEGISLATORS, SENIOR OFFICIALS & MANAGERS 10 20 30 40 50 60 70 80 90 100 MOSTI - Service Innovation 2009
Slide 51: Manchester Institute of Innovation Research What drives change: Top Ten Drivers from the Manchester Workshop All seen as fairly uncertain 1. 2. 3. 1. 2. 3. 4. 5. 1. 2. Public policy and regulation (regulatory frameworks) Technological development Demand side: challenge of environmental and other global issues creates market for new enterprises (architecture, engineering and design) Shocks to the economic cycle like oil and banking crises Increased competition. Increasing complexity and need for innovation requires application of tacit knowledge … accrued through close proximity. Availability of trained professionals prepared to take risks & change the way they work Desire for increased flexibility on behalf of firms but also workers. Increasing possibility of remote working because of development of I.T. Policy impacts – regulation; Market transparency MOSTI - Service Innovation 2009 procurement; public sector; competition (cartels); cluster policy; training; etc.
Slide 52: Manchester Institute of • Extent Innovation to which KISA (whether in-house or KIBS) become more or less: Research – sourced from external KIBS firms, as opposed to being supplied in-house Uncertainties about directions of Change in KISA and KIBS by employees in the user firms, – acquired by offshoring service production to locations outside of the EU, – mainly produced (within the EU), in a few core regions and localities, – supported by information technology systems that provide decision support and advanced tools for tackling complex problems, – subject to automation by application of information technology to perform large parts of more standardised services, – codified and documented in precise rules, routines, and standards, so they can be more easily learned, diffused within organisations, and quality controlled, – performed to a large extent by “paraprofessionals” or “technicians”, (whose work is designed, coordinated and integrated by senior professionals), – customised in many details to meet individual client requirements, – composed of reproducible modules (that can be recombined in various ways), • Extent to which KISA organised in KIBS become more or less: – organised in virtual networks, with professionals associating to carry out specific projects, – conducted within larger KIBS firms, – organised within industrial “cartels”, with long-term relationships among groups of firms (including KIBS and their users), – supporting innovation processes in clients, – engaged in clients’ strategy formulation and decisions – supporting smaller as well as larger business clients. MOSTI - Service Innovation 2009
Slide 53: Manchester Institute of Innovation Research Important Features of KISA with high uncertainty • (Overall growth rates) • Organisational location (KIBS vs other approaches) • Geographical location (extent of reallocation in EU/offshoring) • Nature of professional work • Division of labour among specialised firms • Strategic role of external KIBS MOSTI - Service Innovation 2009
Slide 54: Manchester Institute of Innovation Research KIBS’ importance recognised • Important innovators • Important sources and “intermediaries” of knowledge • Growing (still?) • Limited knowledge about how different KIBS interact with clients and each other (in projects), about conditions and criteria for successful collaboration – what sorts of impact and innovation? What management lessons? What policy issues? MOSTI - Service Innovation 2009
Slide 55: Manchester Institute of Innovation Research End of Presentation MOSTI - Service Innovation 2009