Driving forces behind service innovation in knowledge-intensive services with different knowledge bases

Abstract

Purpose The purpose of this paper is to identify and describe the influence of the knowledge base (KB) of the company on driving forces of innovation processes in knowledge-intensive services (KIS) and to compare the level of innovativeness of the final services. Design/methodology/approach The paper investigates through qualitative research 11 KIS organisations with different KB. Findings The research results identified and described the influence of the KB on driving forces of innovations processes and its results in companies with four newly identified KBs (analytical, synthetic, symbolic and compliance). Research limitations/implications Further research, based on a larger number of companies, is needed to confirm the results of this research and to complement the effect of the KB on driving forces of innovation. Practical implications This research can help organisations understand how to develop strategic plans and new ideas for innovative services depending on the KB of the organisation. Social implications The description of successful innovation processes and results in several leading companies presented in the study may help other companies in identifying knowledge-integration practices to improve performance and innovation processes that support multiplicity, productivity and creativity. Originality/value The study systemised the sources of new ideas for innovation in companies with different KB, several driving forces of innovation were identified and how these forces are affected by each KB; lastly, innovation results were compared in companies with different KB.