The organization of R&D activities in large Knowledge Intensive Business Services: The case of a "big four" consultancy
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....
| Autores: | , , |
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| Tipo de recurso: | artículo |
| Fecha de publicación: | 2019 |
| País: | España |
| Institución: | Universidad Autónoma de Madrid |
| Repositorio: | Biblos-e Archivo. Repositorio Institucional de la UAM |
| Idioma: | inglés |
| OAI Identifier: | oai:repositorio.uam.es:10486/747020 |
| Acceso en línea: | https://hdl.handle.net/10486/747020 https://dx.doi.org/10.1142/S1363919619500270 |
| Access Level: | acceso abierto |
| Palabra clave: | Organization R&D KIBS Service innovation Economía |
| Sumario: | 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 manufactur- ing. 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 |
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