Factors affecting innovation process and the level of innovativeness of the service
| Case | Company’s strategic innovation plans | New knowledge source | Influence of clients | Level of innovativeness of results |
|---|---|---|---|---|
| KB | Purpose of knowledge creation | Knowledge inputs | Clients’ interactions | Knowledge created |
| Case 1, 2 Analytical | Formal strategy aimed at conducting new research with or without funds’ approval | Problems not studied in the past | Not affected by clients, low personalisation of services | Innovative or highly innovative results |
| Case 3 Synthetic, affected by analytical | Formal strategy, revised every 3 years, main investment in digital tools to improve proper position in international ranking, use of business case method to assess new services | Internal knowledge of employees based on scientific research | Highly affected by clients, high personalisation of services Highly affected by clients, high personalisation of services | Innovative or moderately innovative results that aspire to change the market |
| Case 4 Synthetic | Informal strategy process due to company’s start-up heritage, little use of business case method | Internal knowledge of employees based on market analysis | Moderately innovative or innovative | |
| Case 5 Synthetic affected by compliance | Formal strategy: diversify services and geography, improve approaches for performance, budget is coordinated by top management and constantly reviewed | Internal knowledge of employees | Moderately or not innovative | |
| Case 6 Synthetic | Formal strategy: invest in telematics services, possible services diversification, business case method | Internal knowledge of employees and ideas searched in the competing companies and other KIBS | Moderately innovative | |
| Case 7 Synthetic | Informal strategy: improve speed and quality, clients and company’s investment in services | Internal knowledge of employees | Innovative or moderately innovative | |
| Case 8 Symbolic | Informal strategy: continuous search for new services and sponsors, clients’ investment in services | Ideas searched in companies of all sectors and countries | Innovative or moderately innovative | |
| Case 9 Symbolic affected by Synthetic | Formal strategy: expand similar services to diversified areas, clients’ investment in services | “Made-to-order” basis of ideas initiated by company’s clients and creatively developed inside the company | Innovative or moderately innovative | |
| Case 10 Symbolic affected by Synthetic | Informal strategy: improve quality and speed, clients’ investment in services | Moderately or not innovative | ||
| Case 11 Compliance/ Interpretive | Informal strategy: expand a range of services, clients’ investment in services | “Made-to-order” basis of ideas initiated by company’s clients; ideas searched in the competing companies | Moderately affected by clients, medium-high personalisation | Not innovative or periodically innovative results that can change the market or society in long term |
| Case 1, 2 | Formal strategy aimed at conducting new research with or without funds’ approval | Problems not studied in the past | Not affected by clients, low personalisation of services | Innovative or highly innovative results |
| Case 3 | Formal strategy, revised every 3 years, main investment in digital tools to improve proper position in international ranking, use of business case method to assess new services | Internal knowledge of employees based on scientific research | Innovative or moderately innovative results that aspire to change the market | |
| Case 4 | Informal strategy process due to company’s start-up heritage, little use of business case method | Internal knowledge of employees based on market analysis | Moderately innovative or innovative | |
| Case 5 | Formal strategy: diversify services and geography, improve approaches for performance, budget is coordinated by top management and constantly reviewed | Internal knowledge of employees | Moderately or not innovative | |
| Case 6 | Formal strategy: invest in telematics services, possible services diversification, business case method | Internal knowledge of employees and ideas searched in the competing companies and other KIBS | Moderately innovative | |
| Case 7 | Informal strategy: improve speed and quality, clients and company’s investment in services | Internal knowledge of employees | Innovative or moderately innovative | |
| Case 8 | Informal strategy: continuous search for new services and sponsors, clients’ investment in services | Ideas searched in companies of all sectors and countries | Innovative or moderately innovative | |
| Case 9 | Formal strategy: expand similar services to diversified areas, clients’ investment in services | “Made-to-order” basis of ideas initiated by company’s clients and creatively developed inside the company | Innovative or moderately innovative | |
| Case 10 | Informal strategy: improve quality and speed, clients’ investment in services | Moderately or not innovative | ||
| Case 11 | Informal strategy: expand a range of services, clients’ investment in services | “Made-to-order” basis of ideas initiated by company’s clients; ideas searched in the competing companies | Moderately affected by clients, medium-high personalisation | Not innovative or periodically innovative results that can change the market or society in long term |
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