Knowledge exchange types and strategies on the innovation interactions between KIBS firms and their clients in Taiwan

This investigation discusses the innovative activities of Knowledge-Intensive Business Services (KIBS) in the developmental process. To improve understanding of KIBS, the study aims to understand empirically the functions and mechanisms of knowledge intermediaries in different organizations and deve...

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Autores principales:	Tai-Shan Hu, Cheng-Wei Yu, Ping-Ching Chia
Formato:	article
Lenguaje:	EN
Publicado:	Taylor & Francis Group 2018
Materias:	knowledge exchange innovation interactions knowledge-intensive business services Business HF5001-6182 Management. Industrial management HD28-70
Acceso en línea:	https://doaj.org/article/dca62f53b32f4113a6c119771dd3d9c4
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spelling	oai:doaj.org-article:dca62f53b32f4113a6c119771dd3d9c42021-12-02T14:35:48ZKnowledge exchange types and strategies on the innovation interactions between KIBS firms and their clients in Taiwan2331-197510.1080/23311975.2018.1534527https://doaj.org/article/dca62f53b32f4113a6c119771dd3d9c42018-01-01T00:00:00Zhttp://dx.doi.org/10.1080/23311975.2018.1534527https://doaj.org/toc/2331-1975This investigation discusses the innovative activities of Knowledge-Intensive Business Services (KIBS) in the developmental process. To improve understanding of KIBS, the study aims to understand empirically the functions and mechanisms of knowledge intermediaries in different organizations and developmental processes, and also explores knowledge exchange and factors affecting KIBS. This study performs an empirical analysis of KIBS based on a recent manufacturer survey and emphasizes the connections among KIBS, innovation and forms of knowledge. The research results indicate the following conclusions: (1) Taiwanese KIBS enterprises tend to exchange knowledge with clients through mixed and codified knowledge; (2) firms that rely mainly on the exchange of codified knowledge have improved connections with clients, technologies, research innovation and application of advanced technologies; (3) enterprises mainly exchange mixed knowledge, and focus on knowledge management and information sources required during innovation processes, and (4) fewer enterprises exchange knowledge through tacit knowledge. The research implication is that enterprises emphasize different factors based on different types of knowledge exchange and services.Tai-Shan HuCheng-Wei YuPing-Ching ChiaTaylor & Francis Grouparticleknowledge exchangeinnovation interactionsknowledge-intensive business servicesBusinessHF5001-6182Management. Industrial managementHD28-70ENCogent Business & Management, Vol 5, Iss 1 (2018)
institution	DOAJ
collection	DOAJ
language	EN
topic	knowledge exchange innovation interactions knowledge-intensive business services Business HF5001-6182 Management. Industrial management HD28-70
spellingShingle	knowledge exchange innovation interactions knowledge-intensive business services Business HF5001-6182 Management. Industrial management HD28-70 Tai-Shan Hu Cheng-Wei Yu Ping-Ching Chia Knowledge exchange types and strategies on the innovation interactions between KIBS firms and their clients in Taiwan
description	This investigation discusses the innovative activities of Knowledge-Intensive Business Services (KIBS) in the developmental process. To improve understanding of KIBS, the study aims to understand empirically the functions and mechanisms of knowledge intermediaries in different organizations and developmental processes, and also explores knowledge exchange and factors affecting KIBS. This study performs an empirical analysis of KIBS based on a recent manufacturer survey and emphasizes the connections among KIBS, innovation and forms of knowledge. The research results indicate the following conclusions: (1) Taiwanese KIBS enterprises tend to exchange knowledge with clients through mixed and codified knowledge; (2) firms that rely mainly on the exchange of codified knowledge have improved connections with clients, technologies, research innovation and application of advanced technologies; (3) enterprises mainly exchange mixed knowledge, and focus on knowledge management and information sources required during innovation processes, and (4) fewer enterprises exchange knowledge through tacit knowledge. The research implication is that enterprises emphasize different factors based on different types of knowledge exchange and services.
format	article
author	Tai-Shan Hu Cheng-Wei Yu Ping-Ching Chia
author_facet	Tai-Shan Hu Cheng-Wei Yu Ping-Ching Chia
author_sort	Tai-Shan Hu
title	Knowledge exchange types and strategies on the innovation interactions between KIBS firms and their clients in Taiwan
title_short	Knowledge exchange types and strategies on the innovation interactions between KIBS firms and their clients in Taiwan
title_full	Knowledge exchange types and strategies on the innovation interactions between KIBS firms and their clients in Taiwan
title_fullStr	Knowledge exchange types and strategies on the innovation interactions between KIBS firms and their clients in Taiwan
title_full_unstemmed	Knowledge exchange types and strategies on the innovation interactions between KIBS firms and their clients in Taiwan
title_sort	knowledge exchange types and strategies on the innovation interactions between kibs firms and their clients in taiwan
publisher	Taylor & Francis Group
publishDate	2018
url	https://doaj.org/article/dca62f53b32f4113a6c119771dd3d9c4
work_keys_str_mv	AT taishanhu knowledgeexchangetypesandstrategiesontheinnovationinteractionsbetweenkibsfirmsandtheirclientsintaiwan AT chengweiyu knowledgeexchangetypesandstrategiesontheinnovationinteractionsbetweenkibsfirmsandtheirclientsintaiwan AT pingchingchia knowledgeexchangetypesandstrategiesontheinnovationinteractionsbetweenkibsfirmsandtheirclientsintaiwan
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Knowledge exchange types and strategies on the innovation interactions between KIBS firms and their clients in Taiwan

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