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The Organization Of R&D Activities In Large Knowledge Intensive Business Services: The Case Of A “Big Four” Consultancy

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  • OIHANA BASILIOA

    (Universidad Autónoma de Madrid, Francisco Tomás y Valiente, 5, Madrid, Spain)

  • PHILIPPE LAREDOB

    (Université Paris-Est (IFRIS) and University of Manchester (MIOIR), Cite Descartes, 5 Bd Descartes, 77454 Marne-la-Vallée Cedex 2, France)

  • PALOMA SÁNCHEZC

    (Universidad Autónoma de Madrid, Francisco Tomás y Valiente, 5, Madrid, Spain)

Abstract

The belief that services are a laggard in innovation is over. But what do we know about how large service companies organize their R&D and innovation capabilities? This paper draws from the organizational aspects hidden behind the literature on service innovation to help fill this research gap. The paper tests these organizational insights in a “big four” consultancy company, archetypal of KIBS, to compare its infrastructure with the main organizational debates coming from R&D literature in technology-intensive manufacturing. Interestingly, the highly dynamic R&D organization found in the case study company and its recent developments and dynamic character reveal the relevance of a topic that has been so far overlooked in the literature.

Suggested Citation

  • Oihana Basilioa & Philippe Laredob & Paloma Sánchezc, 2019. "The Organization Of R&D Activities In Large Knowledge Intensive Business Services: The Case Of A “Big Four” Consultancy," International Journal of Innovation Management (ijim), World Scientific Publishing Co. Pte. Ltd., vol. 23(03), pages 1-32, April.
    • Handle: RePEc:wsi:ijimxx:v:23:y:2019:i:03:n:s1363919619500270
    DOI: 10.1142/S1363919619500270
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