01474nas a2200253   4500008004100000022001400041245007200055210006900127260004200196300001000238490000600248520073200254653001900986653002701005653001901032653001601051653002301067653001601090653001501106653002301121653002401144100001601168856003601184       2015                        eng d  a1927-032100aImplementation Prerequisites for Electronic Procurement of Services0 aImplementation Prerequisites for Electronic Procurement of Servi  aOttawabTalent First Networkc02/2015  a15-230 v53 aService procurement is a business function of increasing importance and is highly suitable for integration of electronic support, but it suffers from severe research deficits. As yet, implementation prerequisites for electronic procurement of services are obscure and not quantifiable. In this research project, organization, formalization, and specialization of procurement and standardization and strategic importance of the procured services are identified as relevant implementation prerequisites. Measurement models for these prerequisites are established and proven through quantitative empirical research. As such, this article is a major step towards a more rigorous investigation of electronic procurement of services.10adigitalization10aelectronic procurement10aimplementation10aimprovement10aprocess innovation10aprocurement10apurchasing10aservice management10aservice procurement1 aReuter, Ute  uhttp://timreview.ca/article/87003232nas 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/811