<?xml version="1.0" encoding="UTF-8"?><xml><records><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Ute Reuter</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Implementation Prerequisites for Electronic Procurement of Services</style></title><secondary-title><style face="normal" font="default" size="100%">Technology Innovation Management Review</style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">digitalization</style></keyword><keyword><style  face="normal" font="default" size="100%">electronic procurement</style></keyword><keyword><style  face="normal" font="default" size="100%">implementation</style></keyword><keyword><style  face="normal" font="default" size="100%">improvement</style></keyword><keyword><style  face="normal" font="default" size="100%">process innovation</style></keyword><keyword><style  face="normal" font="default" size="100%">procurement</style></keyword><keyword><style  face="normal" font="default" size="100%">purchasing</style></keyword><keyword><style  face="normal" font="default" size="100%">service management</style></keyword><keyword><style  face="normal" font="default" size="100%">service procurement</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2015</style></year><pub-dates><date><style  face="normal" font="default" size="100%">02/2015</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://timreview.ca/article/870</style></url></web-urls></urls><publisher><style face="normal" font="default" size="100%">Talent First Network</style></publisher><pub-location><style face="normal" font="default" size="100%">Ottawa</style></pub-location><volume><style face="normal" font="default" size="100%">5</style></volume><pages><style face="normal" font="default" size="100%">15-23</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Service 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.</style></abstract><issue><style face="normal" font="default" size="100%">2</style></issue><custom1><style face="normal" font="default" size="100%">VWA-University of Extra-Occupational Studies
Ute Reuter is Professor of Business Economics, specializing in company management, human resource management, and organization, at VWA-University of Extra-Occupational Studies in Stuttgart, Germany. She holds a doctoral degree from Stuttgart University, Germany, and two diploma degrees: one in Business Economics from Hohenheim University, Germany, and one in Administrative Studies from the Federal University of Business Administration in Bonn, Germany. She researches in the areas of innovation, procurement, service management, digitalization, and company management and is especially interested in topics interlinking these different research areas.</style></custom1></record><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Lysanne Lessard</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Designing and Managing Value Co-Creation in KIBS Engagements</style></title><secondary-title><style face="normal" font="default" size="100%">Technology Innovation Management Review</style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">case study</style></keyword><keyword><style  face="normal" font="default" size="100%">KIBS</style></keyword><keyword><style  face="normal" font="default" size="100%">knowledge-intensive business services</style></keyword><keyword><style  face="normal" font="default" size="100%">service design</style></keyword><keyword><style  face="normal" font="default" size="100%">service management</style></keyword><keyword><style  face="normal" font="default" size="100%">value co-creation</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2014</style></year><pub-dates><date><style  face="normal" font="default" size="100%">07/2014</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://timreview.ca/article/811</style></url></web-urls></urls><publisher><style face="normal" font="default" size="100%">Talent First Network</style></publisher><pub-location><style face="normal" font="default" size="100%">Ottawa</style></pub-location><volume><style face="normal" font="default" size="100%">4</style></volume><pages><style face="normal" font="default" size="100%">36-43</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Knowledge-intensive business services (KIBS) such as IT development, IT outsourcing, and research and development (R&amp;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&amp;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.</style></abstract><issue><style face="normal" font="default" size="100%">7</style></issue><custom1><style face="normal" font="default" size="100%">University of Ottawa
Lysanne Lessard is Assistant Professor at the University of Ottawa’s Telfer School of Management in Ottawa, Canada. Her research focuses on the development of design and modelling approaches for inter-organizational contexts such as knowledge-intensive business service (KIBS) engagements. In these contexts, she investigates how organizational actors and ICTs form infrastructures in which information and knowledge are collaboratively created, shared, and transformed. This understanding leads to the creation of models, methods, and ICTs for the design, development, and evaluation of service systems. The results of this research enable greater value creation and innovation in today’s networked economies. </style></custom1></record></records></xml>