Scarso_and_Bolisani - Knowledge-Based Strategies for Knowledge Intensive Business Services a Multiple Case-study of Computer Service Companies

Info iconThis preview shows pages 1–2. Sign up to view the full content.

View Full Document Right Arrow Icon
ISSN 1479-4411 161 ©Academic Conferences Ltd Reference this paper as Scarso, E and Bolisani, E. (2010) “Knowledge-Based Strategies for Knowledge Intensive Business Services: a Multiple Case-study of Computer Service Companies” Electronic Journal of Knowledge Management Volume 8 Issue 1 (pp151 - 160), available online at www.ejkm com Knowledge-Based Strategies for Knowledge Intensive Business Services: a Multiple Case-study of Computer Service Companies Enrico Scarso and Ettore Bolisani University of Padua, Vicenza, Italy [email protected] [email protected] Abstract: While knowledge is increasingly considered to be a key resource for companies, the models for formulating business strategies that explicitly include it as a core component are still lacking. The paper investigates such issues by considering the particular case of computer service companies, which can be seen as Knowledge Intensive Business Services (KIBS) firms connecting the sources of innovation (i.e. large multinationals, research laboratories, universities, etc.) to the individual needs of the local customers. In doing so they operate as mediators between the local cognitive requirements and the more generic knowledge available in the global environment. Since those companies base their competitiveness on the capability to manage knowledge flows among various actors, the formulation of their business strategies requires new approaches that directly focus on knowledge assets and relevant processes. The paper describes the results of a survey involving twenty-one computer service companies located in the Northeast of Italy. The study allows the user to draw useful schemes for the identification of knowledge-based strategies, which can be of use beyond the specific context of investigation. In particular, rather than proposing completely new models for knowledge-based strategic formulations, the paper analyses the way knowledge can be integrated into more traditional strategic frameworks. The assumption is that these approaches can be more comfortable and understandable by the management of companies whose business is strongly based on knowledge but don’t have deliberate knowledge management strategies. Keywords: knowledge-based strategy; business strategy; KIBS; computer services; case study 1. Introduction Since in the current economy the ability to manage knowledge assets is increasingly recognised as core competence, the emphasis put by scholars and practitioners on the “cognitive capabilities” of companies is growing. Especially, a knowledge-based view of the firm (Grant 1996) requires the focalisation of proper ways to plan, manage, and monitor the contribution given by the cognitive resources to the business goals. However, the models for helping companies to formulate strategies that explicitly consider knowledge as a core component are still lacking. In particular, there is the need to link the company’s knowledge strategy with its “general” corporate or business strategy. This is true
Background image of page 1

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
Image of page 2
This is the end of the preview. Sign up to access the rest of the document.

This note was uploaded on 10/04/2010 for the course ENGINEERS 22453175 taught by Professor Heydari during the Spring '08 term at Miami University.

Page1 / 10

Scarso_and_Bolisani - Knowledge-Based Strategies for Knowledge Intensive Business Services a Multiple Case-study of Computer Service Companies

This preview shows document pages 1 - 2. Sign up to view the full document.

View Full Document Right Arrow Icon
Ask a homework question - tutors are online