Knowledge-intensive business services in time of crisis: the coronavirus pandemic

Abstract

Purpose Knowledge-intensive business services (KIBS) firms focus on applying their expert knowledge to help solve the business problems of their clients: these clients confronted major new problems due to the COVID-19 pandemic and policy measures such as social distancing and travel restrictions, designed to reduce the rapid spread of the illness. Many KIBS were reliant upon extensive contact with clients, and within teams working on projects; they found their practices disrupted. This study aims to examine how KIBS are evolving to cope with both the sets of changes: those in their own operations, and those involving the emerging business problems of clients. Design/methodology/approach The main data sources are material contained in websites of a sample of leading firms in a range of KIBS sectors, and in media reports and other documentation of efforts to confront the pandemic. Findings The results indicate considerable efforts in KIBS to address emerging client problems, as well as to adapt their own practices. Their substantial role in confronting the pandemic and associated business difficulties has implications for future crises. KIBS are likely to be important players in shaping responses not only to future pandemics but also to the looming climate crisis. Originality/value The study demonstrates the growing role of KIBS and their “second knowledge infrastructure” in modern economies, exemplified by their role in the context of an emerging crisis.

Managing Knowledge in Romanian KIBS during the COVID-19 Pandemic

“…Only a few studies up to the present investigated the impact of the COVID-19 pandemic on KIBS [2,6,[69][70][71][72]. One of the studies, related to the KIBS sector in Romania, documented maintenance of the performance level, in many cases, from before the pandemic due to the quality of the workforce and their familiarity with the technological shifts that became the norm during the lockdown [72].…”

“…From a business strategy perspective, KIBS had to adjust to the crisis context, by reducing expenses, accelerating digitalization, increasing IT security, enhancing online communication, and switching to remote working models. Some KIBS have developed solutions for supporting their employees' health and well-being [2]. Notwithstanding that many KIBS have launched information products dedicated to the COVID-19 pandemic (news, blogs, real-time data tracking, analysis reports, data visualization, etc.…”

“…In this environment, the increased adaptability capabilities that KIBS own allowed them to become universal problem solvers [73]. Analyzing response strategies developed for internal and external (client) challenges in the COVID-19 environment, one concludes that KIBS organizations represent potential key players in the context of future crises and uncertainty [2]. As the distinctive mission that the KIBS assumed during the COVID-19 pandemic facilitated the navigation of troubled waters for both themselves and their clients, they likely enforced their strategic position on the business market for future similar situations.…”

“…KIBS are involved in strong inter-relationships with their clients, which facilitates trust and knowledge transfer. Professional KIBS (p-KIBS), technological KIBS (t-KIBS), and creative KIBS (c-KIBS) tend to act as knowledge and innovation diffusers and facilitators for their clients, or are innovators themselves, driving technological progress [1,2]. A strict and encompassing classification of these companies is very difficult, due to the high complexity and dynamics of this sector.…”

Capabilities for knowledge management in virtual collaboration: A systematic review

“…Virtual collaboration has increased, particularly after COVID-19, when knowledge workers were forced to collaborate virtually (Miles et al 2021). Researchers claim that working partly virtual and partly from the physical office is the "new normal" (Kattenbach, Kump & Moskaliuk 2021;Holdt Christensen 2022), especially among knowledge workers (Wang et al 2020;Hamouche 2021).…”