Innovation and growth in KIBS: the role of clients’ collaboration and service customisation

Cabigiosu, Anna; Campagnolo, Diego

doi:10.1080/13662716.2018.1483823

Cited by 30 publications

(37 citation statements)

References 78 publications

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“…Therefore, the link between innovation and standardisation in KIBS is not clear. On the one hand, customised solutions are usually developed during co-production with a client that leads to a greater possibility that this innovative solution would be successful (Cabigiosu & Campagnolo, 2018). However, these specific solutions may have a very limited market potential.…”

Section: Drivers Of Innovation Activity In Kibsmentioning

confidence: 99%

Drivers for innovation in KIBS: evidence from Russia

Chichkanov

Miles

Belousova

2019

The Service Industries Journal

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Knowledge-intensive business services (KIBS) significantly contribute to the economic growth and competitive advantage of emerging markets, including Silk Road countries. KIBS are not only intermediaries that transfer knowledge through the economy, but are also innovators themselves. This paper aims to explore how major innovation drivers influence the implementation of innovation in KIBS. Using a sample of 519 KIBS enterprises from Russia, the results show that human capital increases the implementation of technological innovation, while the link between standardisation and technological innovations is non-linear (an inverted Ushaped). In addition, the multiregional branch network promotes the implementation of all types of innovation, while advertising investments enhance the implementation of technological and marketing ones. These results help to provide some practical suggestions for both innovation managers and policy-makers.

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Section: Drivers Of Innovation Activity In Kibsmentioning

confidence: 99%

Drivers for innovation in KIBS: evidence from Russia

Chichkanov

Miles

Belousova

2019

The Service Industries Journal

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“…The Oslo manual considers IPRL as requests by firms for patents, European utility models, industrial design rights and trademark registrations [1]. In contrast, Cabigiosu and Campagnolo [26] report that customers are a source of relevant knowledge, but cannot be used as the main or exclusive source because (i) on one hand, to develop solutions that address the specific needs of customers, there may be a limited match probability of such solutions to other market opportunities and, (ii) on the other hand, according to Tauber [27], customers often do not realize that they need certain innovative products until they are available in the market.…”

Section: Marketing Innovation and Intellectual Property Rights And LImentioning

confidence: 99%

Factors for Marketing Innovation in Portuguese Firms CIS 2014

Monteiro

Correia

Braga

2019

MCA

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Globalization, radical and frequent changes as well as the increasing importance of applying knowledge through the efficient implementation of innovation is critical under the current circumstances. Innovation has been the source of businesses competitive advantage, but it is not restricted to technological innovations, and thus marketing innovation also plays a central role. This is a significant topic in the marketing field and not yet deeply analysed in academic research. The main objective of this study is to understand what factors influence marketing innovation and to establish a business profile of firms that innovate or do not in marketing. We used multivariate statistical techniques, such as, multiple linear regression (with the Marketing Innovation Index as dependent variable) and discriminant analysis where the dependent variable is a dummy variable indicating if the firm innovates or not in marketing. The results suggest that there are several factors explaining marketing innovation, although in this study, we find that the factors contributing the most for marketing innovation are: the Organizational Innovation Index, customer and/or user suggestions, and intellectual property rights and licensing (IPRL). Most of the literature has studied these factors separately. This research studied such factors together, and it is clear that both organizational innovation and IPRL play an important role that drives firms to innovate in marketing, which differs from some literature; customer suggestions help in the process of marketing innovation, as some authors argue that customers do not always know what they want until they have it. In parallel, this study proved to be useful in understanding that the different values for the Marketing Innovation Index display no influence on the results, since they were equivalent when a dummy variable (innovated/not innovated in marketing) was used as a dependent variable. In practice, we realize that the factors are useful to clarify what Portuguese firms innovate or not in marketing, with no different results when we the four marketing innovation levels (design, distribution, advertising and price) are considered.

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“…The provision of effective, tailored business service solutions to address business customers' problems is critical to success in competitive knowledge-intensive business services (KIBS) markets (Cabigiosu & Campagnolo, 2019;Chae, 2012;Siahtiri, 2018).…”

Section: Introductionmentioning

confidence: 99%

“…Further, many view business solutions in the KIBS context (e.g., management and engineering consulting services) as the outcome of leveraging and transforming specialized employee knowledge (Cabigiosu & Campagnolo, 2019;Von Nordenflycht, 2010). In responding to changes in complex customer problems, KIBS firms can search for new knowledge and ideas from different operational domains to address customer needs.…”

Section: Introductionmentioning

confidence: 99%