@ARTICLE{26543116_209645542_2017, 
	author = {Ian Miles and Veronika Belousova and Nikolay Chichkanov}, 
	keywords = {, innovation types, service innovations, professional services, SMEsknowledge-intensive business services (KIBS)},
	title = {<p class="text">Innovation Configurations in Knowledge-Intensive Business Services</p>},
	journal = {Foresight and STI Governance},
	year = {2017},
	volume = {11},
	number = {3},
	pages = {94-102},
	url = {https://foresight-journal.hse.ru/en/2017-11-3/209645542.html},
	publisher = {},
	abstract = {Knowledge-intensive business services (KIBS) industries demonstrate some of the highest levels of innovation in most developed economies. However, these industries are very heterogeneous. Research on their innovative activities is needed in order to provide evidence to inform policy instruments to support such companies.In this paper, we analyze the innovation configurations of 477 Russian KIBS companies. First, we use factor analysis to study the key features of their innovative behavior: different innovation types and different features of demand for KIBS from innovative clients (volume, range and level of customization of services). Three factors emerge, and the KIBS companies are divided into six clusters through the prism of these factors. The clusters are: non-innovators; organizational change innovators; marketing innovators; technology-oriented innovators; non-technological innovators and diversified innovators. Finally, we examine the distribution of companies across the clusters in terms of their size and the type of services},
	annote = {Knowledge-intensive business services (KIBS) industries demonstrate some of the highest levels of innovation in most developed economies. However, these industries are very heterogeneous. Research on their innovative activities is needed in order to provide evidence to inform policy instruments to support such companies.In this paper, we analyze the innovation configurations of 477 Russian KIBS companies. First, we use factor analysis to study the key features of their innovative behavior: different innovation types and different features of demand for KIBS from innovative clients (volume, range and level of customization of services). Three factors emerge, and the KIBS companies are divided into six clusters through the prism of these factors. The clusters are: non-innovators; organizational change innovators; marketing innovators; technology-oriented innovators; non-technological innovators and diversified innovators. Finally, we examine the distribution of companies across the clusters in terms of their size and the type of services}
}