Combined innovation and export strategies of KIBS in different regional settings

This paper examines how KIBS establishments combine innovation and exports, and which factors are associated with these combinations. In particular, we hypothesize that KIBS establishments which both export and innovate will be over-represented in metropolitan regions, and under-represented in peripheral regions. Our analysis draws upon a sample of 429 innovative KIBS establishments in the province of Quebec (Canada). We show that strategies differ across space (but not as expected – metropolitan and peripheral strategies are similar), that T-KIBS’ strategies are associated with non-market information sources, and that P-KIBS' strategies are associated with information purchasing. P-KIBS’ and T-KIBS’ strategies vary with the performance of in-house R&D. Taken together, these results suggest that whereas KIBS’ choice of export and innovation strategies do not reflect their ‘hard’ or ‘soft’ nature, the factors associated with this choice do. The similarity between metropolitan and peripheral regions reflects the fact that Quebec’s resource-based peripheral economy is international and innovative.     

KIBS as both innovators and knowledge intermediaries in the innovation process: Intermediation as a contingent role

The role of knowledge intensive business services (KIBS) in innovation processes is often understood as that of knowledge intermediaries. Yet KIBS are innovators, and use external services: so what is their nature (or identity) and can it be distinguished from the roles they play? We conceptualize how KIBS can be understood simultaneously as innovators and intermediaries. We survey 407 KIBS innovators, and ask: what characterizes KIBS innovators that use KIBS intermediation? What factors are connected with different aspects of this relationship? Is the relationship conditioned by geographic context? The relationship varies with type of innovation introduced and with user characteristics, but not with geographic context.     

To What Extent do Sectors “Socialize” Innovation Differently? Mapping Cooperative Linkages in Knowledge‐Intensive Industries in the Ottawa Region

This paper investigates the relative significance of local vs. distant forms of cooperation and knowledge sourcing in different knowledge‐intensive sectors of the Ottawa region. Based on a recently completed survey of 172 firms, we address specifically the respective contribution of local, national and international cooperation in supplying firms with ideas, information and knowledge. Explanations for different collaborative patterns between high‐ and medium‐tech manufacturing firms and knowledge‐intensive business services are drawn out.     

Territorial innovation models: to be or not to be,that’s the question

Scientometrics - In a recent paper, Hirsch (hα: an index to quantify an individual’s scientific leadership, 2019. https://doi.org/10.1007/s11192-018-2994-1 )  proposes to...     

Innovation Strategies: Are Knowledge-Intensive Business Services Just Another Source of Information?

The objective of this paper is to contribute to the empirical literature on innovation strategies and services, by analysing the use of knowledge-intensive services, and their impact on innovation, in manufacturing firms. The analysis is carried out at the firm level, on the basis of a survey covering 804 manufacturing establishments in the Province of Quebec (Canada). We investigate the extent to which existing internal capabilities and their interaction with external sources of knowledge, in particular the use of knowledge-intensive business services (KIBS), affect the level of innovativeness of manufacturing firms. Then we examine the extent to which different innovation strategies, and the way KIBS are integrated into these, are associated with innovation. We show that manufacturing firms adopt a variety of innovation strategies, none of which preclude innovation, even introverted strategies whereby firms interact little with outside agents. However, those strategies that incorporate KIBS have a considerably greater chance of leading to innovation.     

Which types of firm use collaborative innovative spaces?

Collaborative innovation spaces (CIS) can bring together multiple actors to enhance creativity, collaboration and knowledge exchange, sometimes leading to innovation. In this paper, we suggest that CIS can be categorized into three broad types (internal to the firm, external and virtual) and that each type is related to innovation processes, knowledge-sourcing and geographic context in specific ways. Our results, based on an original firm-level survey, reveal that there is heterogeneity with respect to firm attributes and innovation activities associated with different types of CIS. In particular, whilst innovation is associated with the use of CIS in general, radical and technological innovations are more strongly associated with internal CIS, whereas smaller firms tend to use virtual CIS. External CIS, whilst not associated with technological innovation, are associated with high-tech firms. CIS use does not vary across geographic context. These results emphasize the importance of in-person, internal, CIS for radical and technological innovation and the need to distinguish between different types of CIS in order to understand how each is associated with different types of innovation, knowledge-sourcing and firm.