Home > Research > Publications & Outputs > Are knowledge-intensive business services reall...

Electronic data

  • IMM13-140 Santos Spring postprint

    Rights statement: This is the author’s version of a work that was accepted for publication in Industrial Marketing Management. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in Industrial Marketing Management, 50, 2015 DOI: 10.1016/j.indmarman.2015.04.005

    Accepted author manuscript, 595 KB, PDF document

    Available under license: CC BY-NC-ND: Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License

Links

Text available via DOI:

View graph of relations

Are knowledge-intensive business services really co-produced?: overcoming lack of customer participation in KIBS

Research output: Contribution to journalJournal articlepeer-review

Published
Close
<mark>Journal publication date</mark>28/10/2015
<mark>Journal</mark>Industrial Marketing Management
Volume50
Number of pages12
Pages (from-to)85-96
Publication StatusPublished
Early online date22/04/15
<mark>Original language</mark>English

Abstract

Customer participation is considered necessary for the delivery of effective Knowledge Intensive Business Services (KIBS). However, for different reasons, KIBS customers are not always able to participate actively during the delivery process and providers have to compensate for this in order to deliver effective solutions. We conducted case-based research to understand how KIBS providers do this. The three cases studied suggest that, besides customer education, providers use preventive and problem-management strategies to counterbalance limited customer participation. These three strategies are used in a complementary way and are enabled by the expertise of KIBS providers. They also contribute to the delivery of effective KIBS. The research outcomes refine the existing knowledge of customer participation in KIBS, which has so far focused mainly on the causes and consequences of it and overlooked other related issues. Our results also suggest that practitioners could use the level of customers' ability and willingness to participate as segmentation criteria and then define their strategies and allocate their resources accordingly.

Bibliographic note

This is the author’s version of a work that was accepted for publication in Industrial Marketing Management. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in Industrial Marketing Management, 50, 2015 DOI: 10.1016/j.indmarman.2015.04.005