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Knowledge-exchange strategies between KIBS firms and their clients

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  • Réjean Landry
  • Nabil Amara
  • David Doloreux

Abstract

Based on a survey of 1124 knowledge-intensive business services (KIBS) firms, this paper explores the extent and determinants of knowledge exchange between KIBS and their clients. An ordered logistic regression was estimated. The results show that the propensity of KIBS firms to rely more on a commoditization strategy and less on a personalization strategy increases with the variety of research sources of information, the number of knowledge employees, the variety of knowledge management practices, the firm's size, the business age, and being a KIBS firm operating in a technology-based industry rather than a traditional professional industry, while it decreases with R&D investments, the variety of advanced technologies, and the strength of ties.

Suggested Citation

  • Réjean Landry & Nabil Amara & David Doloreux, 2010. "Knowledge-exchange strategies between KIBS firms and their clients," The Service Industries Journal, Taylor & Francis Journals, vol. 32(2), pages 291-320, August.
    • Handle: RePEc:taf:servic:v:32:y:2010:i:2:p:291-320
    DOI: 10.1080/02642069.2010.529131
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    1. Dominique Foray, 2006. "The Economics of Knowledge," MIT Press Books, The MIT Press, edition 1, volume 1, number 0262562235, April.
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    Cited by:

    1. Marina Doroshenko & Ian Miles & Dmitri Vinogradov, 2013. "Knowledge Intensive Business Services As Generators Of Innovations," HSE Working papers WP BRP 12/STI/2013, National Research University Higher School of Economics.
    2. Marina Doroshenko, 2011. "Innovative Potential of the Knowledge-Intensive Services Sector in Russia," Foresight and STI Governance (Foresight-Russia till No. 3/2015), National Research University Higher School of Economics, vol. 5(4), pages 50-65.

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