Table 2 Potential contributions made by... | Emerald Publishing

Table 2

Potential contributions made by KIBS firms to SMEs innovation

Aspect	Description	Main references
KIBS type	– P-KIBS provide professional services such as tax, legal and accounting services –T-KIBS deliver technology-based solutions and services	Miles et al. (1995), Zhou et al. (2017); D’Antone and Santos (2016)
Potential outcomes	Partnering with KIBS firms can be beneficial for SMEs in terms of cost reduction, flexibility, resilience, business growth, compliance and better reputation	Aarikka-Stenroos and Jaakkola (2012)
Range of activities	– Market-related innovation: KIBS firms facilitate market-related innovation such as needs exploration and solution findings – Technology- and process-related innovation: KIBS firms support the implementation of new information systems, procedures and workflows that change the customer routines and practices	Das and Teng (2002), Drejer and Vinding (2005); Muller and Doloreux (2009), Shearmur and Doloreux (2013); Paiola (2012), Wagner et al. (2014)
Mechanisms of knowledge generation	– Sources: KIBS directly create new knowledge that is transferred and/or eventually combined with those of their customers, to mould original solutions – Facilitators: KIBS just facilitate accessing external/pre-existing sources of knowledge – Carriers: KIBS firms borrow and adapt knowledge from other industries to create customer- or industry-specific applications	den Hertog (2000), Muller and Zenker (2001); He and Wong (2009); Miles (2012)
Interactions	– Complementary interactions: KIBS firms and customers jointly mould their knowledge to create novel stocks – Supplementary interactions: KIBS firms leverage their existing knowledge to craft solutions that are provided to their customers	Töllner et al. (2011); Zhou et al. (2017)
Reciprocity	– Uni-directional: KIBS just transfer their knowledge to the customers – Bidirectional: both counterparts absorb each other’s knowledge; the knowledge absorbed by the KIBS in a given context is carried out and transferred to other contexts	Gadrey and Gallouj (1998), Sundbo and Gallouj (2000); Muller and Zenker (2001), Bettencourt et al. (2002); He and Wong (2009)
Customization	– KIBS firms typically differentiate their offering through highly customized solutions – T-KIBS firms usually generate value through prearranged modular service packages	den Hertog (2000), Muller and Doloreux (2009); Consoli and Elche-Hortelano (2010); Tether et al. (2001); Bettiol et al. (2012)
Scalability	– The higher the customization, the greater the problems of scaling up the service solutions provided by KIBS firms to SMEs	Landry et al. (2012)

Aspect	Description	Main references
KIBS type	– P-KIBS provide professional services such as tax, legal and accounting services–T-KIBS deliver technology-based solutions and services	Miles et al. (1995), Zhou et al. (2017); D’Antone and Santos (2016)
Potential outcomes	Partnering with KIBS firms can be beneficial for SMEs in terms of cost reduction, flexibility, resilience, business growth, compliance and better reputation	Aarikka-Stenroos and Jaakkola (2012)
Range of activities	– Market-related innovation: KIBS firms facilitate market-related innovation such as needs exploration and solution findings– Technology- and process-related innovation: KIBS firms support the implementation of new information systems, procedures and workflows that change the customer routines and practices	Das and Teng (2002), Drejer and Vinding (2005); Muller and Doloreux (2009), Shearmur and Doloreux (2013); Paiola (2012), Wagner et al. (2014)
Mechanisms of knowledge generation	– Sources: KIBS directly create new knowledge that is transferred and/or eventually combined with those of their customers, to mould original solutions– Facilitators: KIBS just facilitate accessing external/pre-existing sources of knowledge– Carriers: KIBS firms borrow and adapt knowledge from other industries to create customer- or industry-specific applications	den Hertog (2000), Muller and Zenker (2001); He and Wong (2009); Miles (2012)
Interactions	– Complementary interactions: KIBS firms and customers jointly mould their knowledge to create novel stocks– Supplementary interactions: KIBS firms leverage their existing knowledge to craft solutions that are provided to their customers	Töllner et al. (2011); Zhou et al. (2017)
Reciprocity	– Uni-directional: KIBS just transfer their knowledge to the customers– Bidirectional: both counterparts absorb each other’s knowledge; the knowledge absorbed by the KIBS in a given context is carried out and transferred to other contexts	Gadrey and Gallouj (1998), Sundbo and Gallouj (2000); Muller and Zenker (2001), Bettencourt et al. (2002); He and Wong (2009)
Customization	– KIBS firms typically differentiate their offering through highly customized solutions– T-KIBS firms usually generate value through prearranged modular service packages	den Hertog (2000), Muller and Doloreux (2009); Consoli and Elche-Hortelano (2010); Tether et al. (2001); Bettiol et al. (2012)
Scalability	– The higher the customization, the greater the problems of scaling up the service solutions provided by KIBS firms to SMEs	Landry et al. (2012)