Table 5 Contributions of KIBS firms to... | Emerald Publishing

Table 5

Contributions of KIBS firms to the DS journey of SMEs (perspective of KIBS as innovation agents)

Aspect	Discussion and generalization of case study findings
KIBS type	Contributions given are in the form of both professional (P-KIBS) and technology-based (T-KIBS) services, as both these contributions are crucial for DS of SMEs
Potential outcomes	Firms that integrate the mentioned capabilities and play simultaneously the role of P- and T-KIBS can reduce the challenge of the DS transformation in SMEs. SMEs also benefit from the deployment of standard/pre-arranged solutions that lower the costs of DS
Range of activities	Contributions are diverse and regard both market-, process- and technology-related knowledge stocks that originate along the DS journey
Mechanisms of knowledge generation	KIBS firms contribute to creating the knowledge requested by the DS journey through different mechanisms: At the beginning, KIBS complement their knowledge with those of their customers to mould new stocks (e.g. BETA and ALPHA craft the BM and roadmap for DS); KIBS also carries the knowledge absorbed in other contexts and previous experiences. In sum, at the beginning, the KIBS act as knowledge source and carrier In further stages, KIBS facilitate access to (already existing) technical knowledge (e.g. customizing the digital platform and connecting the equipment through IoT protocols). In doing so, they mostly act as knowledge facilitator
Interactions	The interplay between KIBS firms and SMEs along the DS journey is mostly based on complementary interactions (preliminary stages). However, as far as the DS roadmap advances and problems become less ill-structured and better defined, the KIBS is also called to craft solutions that supplement the requested knowledge (e.g. dictating the specifications for connecting the equipment to a third part)
Reciprocity	Both unidirectional and bidirectional flows of knowledge have been observed. However, there is no doubt that the KIBS engaged in the intense/long-term collaborations is greatly interested in absorbing a large deal of knowledge from the case
Customization	When starting a DS journey, the problems are seldom well structured and defined. Therefore, especially in preliminary stages, the KIBS contribute to problematization through customized services. As far as the problems become clear, the use of pre-arranged solutions and packages is beneficial for the SME. Theorising more on these findings, we can say that the provision of articulated combinations of standardized and customized services complies better with the context of SMEs, which have resource constraints as well as specific needs to address
Scalability	Technology issues do not prevent scalability. Actually, the decision of scaling up the digitally advanced service business can be constrained by the need of evaluating accurately the risk and impact on traditional business of this move

Aspect	Discussion and generalization of case study findings
KIBS type	Contributions given are in the form of both professional (P-KIBS) and technology-based (T-KIBS) services, as both these contributions are crucial for DS of SMEs
Potential outcomes	Firms that integrate the mentioned capabilities and play simultaneously the role of P- and T-KIBS can reduce the challenge of the DS transformation in SMEs. SMEs also benefit from the deployment of standard/pre-arranged solutions that lower the costs of DS
Range of activities	Contributions are diverse and regard both market-, process- and technology-related knowledge stocks that originate along the DS journey
Mechanisms of knowledge generation	KIBS firms contribute to creating the knowledge requested by the DS journey through different mechanisms: At the beginning, KIBS complement their knowledge with those of their customers to mould new stocks (e.g. BETA and ALPHA craft the BM and roadmap for DS); KIBS also carries the knowledge absorbed in other contexts and previous experiences. In sum, at the beginning, the KIBS act as knowledge source and carrier In further stages, KIBS facilitate access to (already existing) technical knowledge (e.g. customizing the digital platform and connecting the equipment through IoT protocols). In doing so, they mostly act as knowledge facilitator
Interactions	The interplay between KIBS firms and SMEs along the DS journey is mostly based on complementary interactions (preliminary stages). However, as far as the DS roadmap advances and problems become less ill-structured and better defined, the KIBS is also called to craft solutions that supplement the requested knowledge (e.g. dictating the specifications for connecting the equipment to a third part)
Reciprocity	Both unidirectional and bidirectional flows of knowledge have been observed. However, there is no doubt that the KIBS engaged in the intense/long-term collaborations is greatly interested in absorbing a large deal of knowledge from the case
Customization	When starting a DS journey, the problems are seldom well structured and defined. Therefore, especially in preliminary stages, the KIBS contribute to problematization through customized services. As far as the problems become clear, the use of pre-arranged solutions and packages is beneficial for the SME. Theorising more on these findings, we can say that the provision of articulated combinations of standardized and customized services complies better with the context of SMEs, which have resource constraints as well as specific needs to address
Scalability	Technology issues do not prevent scalability. Actually, the decision of scaling up the digitally advanced service business can be constrained by the need of evaluating accurately the risk and impact on traditional business of this move