01906nas a2200265   4500008004100000022001400041245006600055210006600121260004200187300001000229490000600239520111200245653001001357653003101367653002401398653000901422653004201431653001801473653002801491653002401519100001901543700002301562700001901585856003601604       2015                        eng d  a1927-032100aAgile New Service Development in an Interdisciplinary Context0 aAgile New Service Development in an Interdisciplinary Context  aOttawabTalent First Networkc02/2015  a33-450 v53 aThis article it shows the role of services in a highly interdisciplinary context: promoting cooperation between organizations in the life sciences industry and in the engineering and automation industry. It provides insights on how required offerings of knowledge-intensive business services (KIBS) are developed systematically based on a simple service engineering process model. In addition to the content-related view of new service development, findings from a meta-view are presented. Cooperating researchers and practitioners in the new-service development process observed their own collaboration and how the applied service engineering model had to be modified dynamically to the requirements of the use case. The results show that an easy-to-use service engineering model in a highly interdisciplinary context has benefits, but success is dependent on the joint efforts of an accordingly interdisciplinary team of engineers and natural scientists; a close communication with the customers both from the life sciences industry and the engineering and automation industry; and a more agile approach. 10aagile10aengineering and automation10ainterdisciplinarity10aKIBS10aknowledge-intensive business services10alife sciences10anew service development10aservice engineering1 aCocca, Sabrina1 aFranke, Ann-Mareen1 aSchell, Simone  uhttp://timreview.ca/article/87200863nas a2200277   4500008004100000022001400041245006400055210006100119260004200180300000800222490000600230653002400236653002700260653003100287653004200318653002800360653002300388653002200411653001500433653002200448100001800470700002300488700002000511700001800531856003600549       2015                        eng d  a1927-032100aEditorial: Technology in Service Innovation (February 2015)0 aEditorial Technology in Service Innovation February 2015  aOttawabTalent First Networkc02/2015  a3-50 v510acustomer experience10aelectronic procurement10aemployee-driven innovation10aknowledge-intensive business services10apersonal health systems10aservice innovation10asystem innovation10atechnology10avalue co-creation1 aMcPhee, Chris1 aVargo, Stephen, L.1 aToivonen, Marja1 aRajala, Risto  uhttp://timreview.ca/article/86803232nas a2200217   4500008004100000022001400041245006500055210006400120260004200184300001000226490000600236520258500242653001502827653000902842653004202851653001902893653002302912653002202935100002102957856003602978       2014                        eng d  a1927-032100aDesigning and Managing Value Co-Creation in KIBS Engagements0 aDesigning and Managing Value CoCreation in KIBS Engagements  aOttawabTalent First Networkc07/2014  a36-430 v43 aKnowledge-intensive business services (KIBS) such as IT development, IT outsourcing, and research and development (R&D) services have become a key component of most industrialized economies; they have been identified as an important source of employment growth in many countries and help improve the performance of firms belonging to most other sectors. KIBS have been discussed in innovation-related literature for over 15 years, with the assumption that models of innovation developed for manufacturing firms were not appropriate for them. This body of literature has also helped to identify the key characteristics and types of KIBS. However, although some empirical studies have investigated KIBS at the level of management – for example, how to manage customers’ co-production processes – there has not been much research on how to successfully establish and manage engagements among KIBS providers, clients, and other collaborators. Moreover, informal conversations with KIBS professionals show that these activities are often approached in an ad hoc manner. Yet, given the importance of KIBS, taking a more systematic approach to their design and management could improve the contribution of knowledge-intensive business service activities to our economy.

This article proposes a framework for the design and management of KIBS engagements. The framework has been developed from a multiple-case study of academic R&D service engagements, as one type of KIBS engagement. It consists of a set of information to be gathered and questions to be asked by professionals responsible for establishing, monitoring, and managing KIBS engagements. The information and questions are articulated around two key processes of collaborative value creation (or value co-creation) in KIBS engagements: i) the alignment of actors’ interests, value propositions, and resources, and ii) the actors’ ability to integrate the engagement’s deliverables and outcomes as a basis for their perception of the engagement’s value. Using this framework could help to establish more successful collaborations among KIBS providers, clients, and partners; it should also help to monitor the performance of a given KIBS engagement in terms of its collaborative processes, deliverables, and outcomes from the varied perspectives of participating parties. Although the framework accounts for these different and sometimes conflicting perspectives, it is intended to be used by KIBS provider firms whose success depends at least in part from their ability to manage collaborative relationships.10acase study10aKIBS10aknowledge-intensive business services10aservice design10aservice management10avalue co-creation1 aLessard, Lysanne  uhttp://timreview.ca/article/81100854nas a2200313   4500008004100000022001400041245003600055210003300091260004200124300000800166490000600174653001800180653002400198653002000222653002100242653001800263653001500281653002300296653004200319653001400361653001600375653002900391653001400420653001300434653002200447653001700469100001800486856003600504       2014                        eng d  a1927-032100aEditorial: Insights (July 2014)0 aEditorial Insights July 2014  aOttawabTalent First Networkc07/2014  a3-40 v410aambidexterity10abusiness ecosystems10abusiness models10aentrepreneurship10aimprovisation10ainnovation10aInternet of Things10aknowledge-intensive business services10aplatforms10apublic good10apublicly funded research10astandards10astrategy10avalue co-creation10avalue design1 aMcPhee, Chris  uhttp://timreview.ca/article/80600864nas a2200289   4500008004100000022001400041245005100055210004800106260004200154300000800196490000600204653002500210653004200235653003300277653002300310653002200333653002100355653001700376653001900393653001700412653003200429100001800461700002000479700001800499700002100517856003600538       2014                        eng d  a1927-032100aEditorial: Service and Innovation (April 2014)0 aEditorial Service and Innovation April 2014  aOttawabTalent First Networkc04/2014  a3-50 v410ainternationalization10aknowledge-intensive business services10aservice business development10aservice innovation10aservice providers10asocial platforms10avalue chains10avalue creation10avalue-in-use10aword-of-mouth communication1 aMcPhee, Chris1 aToivonen, Marja1 aRajala, Risto1 aWesterlund, Mika  uhttp://timreview.ca/article/77900981nas a2200337   4500008004100000022001400041245004900055210004600104260004200150300000800192490000600200653001800206653002600224653002500250653002600275653004200301653001600343653001800359653003300377653001900410653002300429653002700452653001500479653001700494653001900511100001800530700001800548700002000566700002100586856003600607       2014                        eng d  a1927-032100aEditorial: Service and Innovation (May 2014)0 aEditorial Service and Innovation May 2014  aOttawabTalent First Networkc05/2014  a3-50 v410acollaboration10ainnovation indicators10ainnovation practices10aintellectual property10aknowledge-intensive business services10aliving labs10aonline gaming10aservice business development10aservice design10aservice innovation10aservice-dominant logic10atrademarks10avalue chains10avalue creation1 aMcPhee, Chris1 aRajala, Risto1 aToivonen, Marja1 aWesterlund, Mika  uhttp://timreview.ca/article/78801463nas a2200205   4500008004100000022001400041245010500055210006900160260004200229300001000271490000600281520078200287653003701069653000901106653004201115653003101157100001301188700002001201856003601221       2014                        eng d  a1927-032100aFinnish Knowledge-Intensive Business Services in China: Market Entry and Position in the Value Chain0 aFinnish KnowledgeIntensive Business Services in China Market Ent  aOttawabTalent First Networkc04/2014  a43-520 v43 aThe internationalization of companies offering knowledge-intensive business services (KIBS) plays an important role in the general process of globalization. As the largest emerging market, China is attractive for Western KIBS. This article presents a case study on Finnish KIBS in China. Three companies in "clean tech" engineering, eco-cities design, and 3D media solutions describe the challenges and promoting factors in entering the Chinese markets. The study also examines the various ways of positioning the firm in the value chain through the roles of an integrator, a concept developer, and a multi-stage actor. Our findings illustrate the new business opportunities provided by China in advanced service sectors focusing on sustainability issues and creative content. 10ainternationalization of services10aKIBS10aknowledge-intensive business services10aWestern companies in China1 aBao, Sen1 aToivonen, Marja  uhttp://timreview.ca/article/78401547nas a2200217   4500008004100000022001400041245008400055210006900139260004200208300001000250490000600260520087900266653001501145653002501160653000901185653004201194653001501236100002101251700002101272856003601293       2014                        eng d  a1927-032100aUsing Trademarks to Measure Innovation in Knowledge-Intensive Business Services0 aUsing Trademarks to Measure Innovation in KnowledgeIntensive Bus  aOttawabTalent First Networkc05/2014  a18-300 v43 aWe present an empirical approach to measuring service innovation on the company level through the analysis of trademarks. Prior empirical investigations in several industries have shown that a trademark may be used as an innovation indicator. This article explores the use and relevance of trademarks by conducting a survey in the knowledge-intensive business services (KIBS) industries with 278 participating companies. Our survey results explain the use of trademarks as a way to protect innovation and intellectual property for KIBS. In sum, we show that trademarks can be described as adequate and useful indicators to measure new service innovations in the KIBS industries. Additionally, we show that trademarks have the potential to overcome weaknesses of traditional measurement concepts towards KIBS innovation and might make special surveys redundant in the future.10ainnovation10ainnovation indicator10aKIBS10aknowledge-intensive business services10atrademarks1 aGotsch, Matthias1 aHipp, Christiane  uhttp://timreview.ca/article/790