By Topic

Patterns of innovation in service industries

Sign In

Cookies must be enabled to login.After enabling cookies , please use refresh or reload or ctrl+f5 on the browser for the login options.

Formats Non-Member Member
$31 $31
Learn how you can qualify for the best price for this item!
Become an IEEE Member or Subscribe to
IEEE Xplore for exclusive pricing!
close button

puzzle piece

IEEE membership options for an individual and IEEE Xplore subscriptions for an organization offer the most affordable access to essential journal articles, conference papers, standards, eBooks, and eLearning courses.

Learn more about:

IEEE membership

IEEE Xplore subscriptions

1 Author(s)
Miles, I. ; Manchester Institute of Innovation Research, Manchester Business School, Harold Hankins Building, Booth Street West, M13 9QH, U.K.

The diversity of service activities means that service innovations and innovation processes take various forms. In this paper, we use input/output and other data to depict how service industries vary in such areas as products, markets, work organization, and technological characteristics—most being very distinctive from primary industries (i.e., extractive industries such as agriculture, fisheries, forestry, mining, petroleum, quarrying, and the like) and secondary industries (i.e., manufacturing, construction, and utilities). Innovation survey data indicates that some service organizations behave very much like high-technology manufacturing. This is especially true of technology-based, knowledge-intensive business services (T-KIBS). Distinctive innovation patterns are displayed by KIBS based more on professional knowledge and by large network-based service firms, while many smaller service firms conform to a supplier-driven pattern. Only a small segment of service innovation conforms to the typical manufacturing-based model, in which innovation is largely organized and led by formal research and development (R&D) departments and production engineering. Project management and on-the-job innovation are common ways of organizing service innovation. Innovation policy and management have to be much more than R&D policy and R&D management: This is recognized by some national governments and in some business schools, but the full implications of a service-dominant logic are still rarely found.

Note: The Institute of Electrical and Electronics Engineers, Incorporated is distributing this Article with permission of the International Business Machines Corporation (IBM) who is the exclusive owner. The recipient of this Article may not assign, sublicense, lease, rent or otherwise transfer, reproduce, prepare derivative works, publicly display or perform, or distribute the Article.  

Published in:

IBM Systems Journal  (Volume:47 ,  Issue: 1 )