Download Innovation Interactions between Knowledge-Intensive Business by Emmanuel Muller PDF

By Emmanuel Muller

The publication investigates the that means, nature and results of innovation interactions among small and medium-sized production organizations (SMEs) and knowledge-intensive company companies (KIBS).
It specializes in the idea that of a virtuous circle linking KIBS' and SMEs' innovation capacities in Germany and France. a selected emphasis is given to the query of the position and nature of the data base of the company in an evolutionary point of view. the mixing of the spatial size strengthens the examination.
For this objective, a brand new information research technique has been constructed. this technique comprises a mixture of complementary statistical approaches, which supplies a device permitting a competent exam of the information amassed. The samples thought of within the research represent a resource of wealthy, complicated, and varied details.

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Additional info for Innovation Interactions between Knowledge-Intensive Business Services and Small and Medium-Sized Enterprises: An Analysis in Terms of Evolution, Knowledge and Territories

Example text

47 This, of course, does not mean that everything firms can obtain from (or with) charge. ~ = -----. = agent with specific competences flow of information possible actions of an ITI F1 - managing the knowledge base F2 - improving interactions between enterprises F3 - providing expertise knowledge Function 1. Managing the knowledge-base ITI aim at the development of the common knowledge-base of the economic system. Starting from the production of scientific and technological knowledge, this function includes the diffusion of knowledge by educating, collecting and distributing technological information (informing) as well as by guaranteeing the accessibility of the knowledgebase without discrimination (demonstrating).

Function 3. Providing expertise knowledge In this case, ITI are in contact with a single actor, focusing on his very specific needs and providing training or consulting. The aim of training can be to reinforce existing skills or to develop· new competencies. Individual support may be related to patenting activities (validating, appropriating) or to providing financial grants (financing). Adapted from: Koschatzky and Hiraud (1996), pp. 2 In this section, the impact of interactions with KIBS on SMEs' innovation activities is discussed.

_...... ,. • high education needed • crucial for strategic decisions • knowledge and expertise are motives for externalisation • behaviour of bUSiness changes 1 I I I~ I i 1 j 'Software' coJponent 'Hardware' componen' ! • accountancy I tax advice • marketing I PR • management consultancy • statistical investigation • computer service • engineering I technical advice and design I i Adapted from Davelaar (1991), p. 2 Exploring the knowledge-base of KIDS The capacity of KIBS to respond to the "demand by firms for information" evoked by Davelaar (1991) is determined by their knowledge-base.

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