Authors: Daiane Ribeiro; Juliana Bonomi Santos; Simona D’Antone
Knowledge-intensive business services (KIBS) are services delivered to other organizations that have individuals’ knowledge as the main productive resource (Muller & Doloreux, 2009). The productive process of KIBS starts with a specific customer need. The demanding organization usually needs improving some of its characteristics and uses external know-how to do so (Jaakkola & Halinen, 2006). KIBS providers and their customers then interact intensively during the service delivery to co-create a solution together (Lehrer, Ordanini, DeFillippi, & Miozzo, 2012). The literature on the co-creation of KIBS has usually adopted a dyadic perspective, focusing on the relationship between customers and providers (e.g. Bettencourt et al., 2002 Correcher, Cusmano, & Morrison, 2009 Xue & Field, 2010). Increasingly, however, attention is being dedicated to the role the purchasing department plays in intermediating these transactions and the triadic relationships that emerge between the supplier company on one side, and the purchasing and end-user functions in the customer firm (D´Antone & Santos, 2016 Longsdale, Hoque, Kirkpatrick & Sanderson, 2017 Wynstra et al., 2015). The literature, has acknowledged that the interactions amongst these three actors create considerable opportunity for value creation (Lindgreen et al, 2009 Möller, 2006 Walter et al, 2001). However, there has been scant attention to the way KIBS interactions between these three actors generate and affect value creation.
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Publish Year: 2018
Conference: Marseille, France (2018)