Sustainability Development of Knowledge-Intensive Business Services: Strategic Actions and Business Performance

sus ainabili y A icle Sus ainabili y De elopmen o Knowledge-In ensi e Business Se ices: S a egic Ac ions and Business Pe o mance Ve onika Bumbe o áand F an išek Milicho ský* Facul y o Business and Managemen , B no Uni e si y o Technology, CZ-61200 B no, Czech Republic; [email p o ec ed].cz *Co espondence: [email p o ec ed].cz; Tel.: +420-54-114-3782 Recei ed: 2 July 2019; Accep ed: 16 Sep embe 2019; Published: 19 Sep embe 2019   Abs ac : The ecogni ion o he ele ance o knowledge-in ensi e business se ices (KIBS) is becoming especially acu e in he Eu opean Union and e en mo e impo an o many eme ging economies. The objec i e o he p esen s udy is wo old: (1) o examine whe he an empi ically-based ypology o sus ainabili y de elopmen can be cons uc ed o KIBS; (2) o iden i y whe he di e en de elopmen pa e ns a e associa ed wi h di e en business pe o mance ou comes. The empi ical e idence is based on quan i a i e and i m-le el da a ga he ed h ough an email ques ionnai e which yielded 128 quali ied esponses om KIBS in he Czech Republic. The analysis is based on explo a o y ac o and clus e analysis o iden i y he clus e membe ship and o assess he ela ionship wi h pe o mance ou comes i has been used he pa ame ic es one-way ANOVA. Da a analysis e ealed ha h ee dis inc pa e ns ypes o KIBS exis , which we e associa ed wi h di e en pe o mance ou comes. Wi h ega d o he le el o sus ainable de elopmen , we ound he conse a i e KIBS ollowing ma ke ex ension h ough a eposi ioning o exis ing and e ised se ices, inno a ing KIBS ollowing a new se ice de elopmen s a egy ocusing mainly on complemen s o line ex ension o exis ing se ices based on changes in echnology and middle- anged KIBS ocusing on adi ional s a egy o comp ehensi eness o se ices o “mo e se ices unde one oo ”. Inno a ing KIBS ou pe o m o he ypes o KIBS in all inancial and non- inancial pa ame e s. The esul s ha e implica ions o p ac ices in ol ed in s a egy de elopmen in se ices and use ul o go e nmen e o s. The limi a ion o he esea ch is done by ocus on small companies, ope a ing mainly in ICT and a chi ec u al and enginee ing se ices. Keywo ds: sus ainable de elopmen ; s a egy ype; knowledge-in ensi e business se ices (KIBS), business pe o mance; sus ainable pe o mance; pa e ns o beha io ; Czech Republic 1. In oduc ion Se ices a e inc easingly becoming he dominan ac i i ies in de eloped economies and hei g ow h is no independen , bu a he is closely linked o he o he sec o s o he economy [ 1 ]. The g owing impo ance and ocus on he se ices sec o esea ch is he esul o signi ican mani es a ions o he cu en s uc u al changes o he economically de eloped coun ies, which ha e been no ed pa icula ly o e he pas wen y yea s. In se ices, a ound 70% o added alue is cu en ly being gene a ed in OECD coun ies, and he end o his sha e con inues o g ow. I is no su p ising ha a majo i y o sus ainabili y- ela ed s udies we e conduc ed in a de eloped coun y con ex , global business o ganiza ions mus p omo e esea ch on sus ainabili y assessmen issues in he de eloping coun ies [ 2 ]. I is well known, ha he knowledge-in ensi e business se ices (KIBS) as a small p opo ion o all se ices, is signi ican in e ms o economic bene i s and as he key pa o Sus ainabili y 2019,11, 5136; doi:10.3390/su11185136 www.mdpi.com/jou nal/sus ainabili y Sus ainabili y 2019,11, 5136 2 o 19 he g ow h in alue-added, employmen and labo p oduc i i y [ 3 ]. I also ep esen s one o he majo segmen s ha is a acili a o o knowledge, ex e nal in o ma ion, and an inno a ion acili a o o o he clien businesses [4]. The esul s clea ly show ha KIBS a e e y he e ogeneous and he e is g ea need o deepen ou unde s anding o he ypes o business de elopmen hey unde ake [ 5 – 10 ]. The empi ical s udies in p esen days ep esen an a emp o in es iga e pa e ns, scena ios o modes o compe i i e, cogni i e and inno a ion ac i i ies. Fo example, Co oche e al. [ 6 ] explo ed he KIBS’ ‘black box’ loca ed in I aly, in es iga ing sec o al a ie y and common pa e ns ac oss di e en ypologies, as well as he e ogenei y, is d i en by a i m and ma ke -speci ic cha ac e is ics. The au ho s’ esul s sugges , ha he e a e ou p o iles o KIBS: in e ac i e inno a ion mode, p oduc inno a ion mode, conse a i e inno a ion mode, and echno-o ganiza ional inno a ion mode and each clus e membe ship was associa ed wi h s a egy adop ion as he mos signi ican de e minan . Miles, e al. [ 11 ] ound six clus e s o KIBS loca ed in an eme ging economy such as Russia: Non-inno a o s; o ganiza ional change inno a o s; ma ke ing inno a o s; echnology-o ien ed inno a o s; non- echnological inno a o s and di e si ied inno a o s and dis ibu ion o companies ac oss he clus e s in e ms o hei size and he ype o se ices. E idence om de eloped coun ies has ou lines he posi i e e ec s o KIBS on sus ainable de elopmen o he economy [ 12 – 15 ]. The ecogni ion o he ele ance o KIBS i ms is becoming especially acu e in he Eu opean Union and e en mo e impo an o many eme ging economies [ 11 , 16 ]. The Czech Republic is a small pos -communis egime coun y loca ed in Cen al Eu ope wi h a he sho dis ances, good accessibili y, an ex emely s ong economic posi ion o he capi al ci y P ague and a signi ican po ion o manu ac u ing and R&D business employmen loca ed in non-me opoli an egions (Ženka e al. [ 17 ]). Conside ing he ela i ely small size o he Czech economy, he s ong posi ion o manu ac u ing indus ies and he lowe sha e o KIBS in o al employmen [ 18 ]. The Czech Republic is in a si ua ion whe e he main d i e o he economy is indus ial specializa ion, which is also linked o many comme cial se ices. So a , less impo an in he domes ic economy know in ensi e se ices. Employmen o he Czech popula ion in knowledge indus ies se ices g ew a a as e a e (1.3%) in 2008–2017 compa ed o he EU-28 (0.9%), al hough con e gence is only e y slow. In he EU, knowledge-based indus ies make up 40% o o al employmen on a e age and 33% in he Czech Republic (2017 da a). One o he posi i e examples o KIBS in he Czech Republic is IT and so wa e se ices, whe e he impo ance in he economy and expo pe o mance is inc easing. The expo po en ial also shows a chi ec u al and enginee ing ac i i ies and c ea i e sec o such as design. Howe e , he KIBS sec o c ea ed less han 17% o he alue-added o SMEs, compa ed o almos 22% in Eu ope [ 19 ]. The success ul de elopmen o KIBS companies can be seen as a p e equisi e o u he sus ainable de elopmen o he Czech economy in e ms o inc easing he alue o expo s and imp o ing he posi ion in global alue chains. Looking a his issue om si ua ional o con ingency heo y pe spec i e, one could su mise ha he business pe o mance is he ou pu o alignmen wi h he se ice, p ocess inno a ion based on echnology domain, ma ke s a egy and o ganiza ional changes o each KIBS, gi ing ise o he ollowing empi ical esea ch ques ions: (1) Is i possible o di ide KIBS by he ea u es o s a egic ac ions and subsequen o ganiza ional changes in o homogeneous a eas? (2) A e he e dependencies be ween pe cei ed s a egic ac ions and business pe o mance o KIBS? (3) Which o he de elopmen ac i i ies con ibu e o conside able di e ences among business pe o mance? D awing on a su ey-based i m-le el da ase , he aim o his pape is o es whe he : (1) o examine whe he an empi ically-based ypology o sus ainabili y de elopmen can be cons uc ed o KIBS; (2) o iden i y whe he di e en de elopmen pa e ns a e associa ed wi h di e en business pe o mance ou comes, e alua ing he he e ogenei y d i en by KIBS. The esul s could be use ul o manage s and owne s in his sec o and go e nmen e o s o suppo he de elopmen ac i i ies o Sus ainabili y 2019,11, 5136 3 o 19 hese companies. The nex sec ions in oduce he heo e ical amewo k wi h he ocus on KIBS sec o and subsequen me hodology p o ides he de ails o da a collec ion and analy ical me hods, he ou h sec ion p esen s he indings o he analyses and inal sec ion summa izes he conclusions o s udy esul s. The aim o his s udy is e alua ing he he e ogenei y d i en by KIBS. De ining o Knowledge-In ensi e Business Se ices (KIBS) The e a e di e en app oaches o de ining KIBS (see e.g., [ 9 , 20 ]). Gene ally, his sec o is cha ac e ized by he p i a e sec o o small en e p ises wi h a high le el o knowledge and o ien a ion o i s se ices o o he o ganiza ions (p i a e and public sec o ) ha a e p edominan ly non- ou ine [ 20 ]. O e he las decade, he economic and business li e a u e has been la gely discussing compe i i e s a egies and inno a ion pa e ns in KIBS, bo h om a heo e ical pe spec i e and, o a lesse ex en , om an empi ical poin o iew [ 6 ]. The empi ical s udies pe o m analyses and compa isons based on mic o-le el da a om Communi y Inno a ion Su ey (CIS), nomencla u e classi ica ion (NACE) o on he p io dis inc ion be ween p o essional KIBS (p-KIBS: business and managemen se ices, legal and accoun ing ac i i ies, ma ke esea ch, e c.) and echnical KIBS ( -KIBS: IT ela ed se ices, enginee ing, R&D consul ing, e c.) as i s ly p oposed by [9]. In pa icula , i has been obse ed ha adi ional indus ial classi ica ions and economic nomencla u es, mainly based on he cha ac e o he goods and se ices p oduced, and on inpu s, p ocesses and echnology o p oduc ion—like o example hose which e e o he NACE classi ica ion used in he Eu opean Communi y, can be inadequa e when no misleading o di e en ia e he a ious ypes o i ms ha o m he KIBS sec o [8]. 2. The Resea ch F amewo k o Sus ainable De elopmen o KIBS In his pape , we de ine sus ainable de elopmen using he dominan de ini ion es ablished by he Wo ld Commission on En i onmen and De elopmen (WCED), published by [ 2 ]: “Sus ainable de elopmen means mee ing he needs o he p esen wi hou comp omising he abili y o u u e gene a ions o mee hei own needs. This de ini ion means ha i ms engaged in sus ainabili y need o seek s a egies ha simul aneously c ea e economic alue. Thesus ainablede elopmen in e mso long- e mg ow handsu i alisd i enbydi e en ia ion, i s abili y o p o ide unique and supe io alue in e ms o quali y, se ices, and special ea u es o a e -sales se ice. The e o e, esea ch has begun o es whe he s a egic and o he ea u es con igu a ions o ac ions and p ac ices ha e a di e en impac on i m esul s [ 5 , 6 , 12 – 15 ]. The wo ks by Te he [ 7 ] and F eel [ 3 ] p o ide impo an s eps in he di ec ion o explo ing di e ences ac oss KIBS. I seems ha he e ogenei y o KIBS sec o conce ns no many ac o s as he size o companies, o he kind o se ices p o ided, bu a he s a egy adop ed, cogni i e aspec s o knowledge ea u es [8]. These issues a e de ined by Scheuing and Johnson [ 21 ] acco ding o Anso ’s p oduc -ma ke expansion ma ix who iden i ied ou di e en de elopmen s a egies o se ices ha can be pu sued using ou di e en ypes anging om new se ice/ma ke s, h ough new se ice lines and se ice line ex ensions, o se ice imp o emen s. Howe e , he se ice/ma ke de elopmen s a egies should be suppo ed by inno a ions and changes in o ganizing in e nal esou ces. Figu e 1shows he esea ch amewo k o sus ainable de elopmen o KIBS in his s udy. In he middle is he alignmen , which is based on he p emise ha simul aneously, many con ingencies a e embedded in he esea ch model [ 22 ]. The goal is ying o ind clus e s o a iables ha collec i ely de ine a meaning ul and cohe en slice o o ganiza ional eali y [ 23 ]. All indi idual de e minan s a e desc ibed in he nex sec ions. Sus ainabili y 2019,11, 5136 4 o 19 Figu e 1. The esea ch amewo k o sus ainable de elopmen o KIBS. 2.1. P oduc (Se ice) and P ocess Inno a ion The compe i i e ad an age o KIBS i ms p ima ily elies on he de elopmen , adap a ion, and comme cializa ion o knowledge-based se ices, p oduc inno a ion plays a c ucial ole in KIBS’ ope a ions [ 24 , 25 ]. The new p oduc de elopmen (NPD) li e a u e classi ies inno a ion in o di e en ypesandcap u es hein ensi yo i ms’inno a ione o swi hina echnologicaldomain. Theemphasis on inno a ion in se ices is o en placed on con inui y a he han newness Voss e al., [26] . One o he key c i e ia which ha e been used as he basis o es ablishing he ypologies is he deg ee o he adicalness o inno a ion. A loni is e al. [ 27 ] o e a ypology which classi ies se ice inno a ion in o six di e en ypes: new o- he-ma ke se ices, new- o- he-company se ices, new deli e y p ocesses, se ice modi ica ions, se ice line ex ensions, and se ice eposi ioning. P oduc and o he inno a ions can gi e he company a compe i i e ad an age o he ex en ha he echnology unde lying such inno a ions emains p op ie a y [ 27 ]. La uen e e al. [ 24 ] a e using commonly used scale p oposed in he Oslo Manual o e alua ing se ice inno a ions: (1) eplacemen o p oduc s being phased ou ; (2) ex ension o p oduc ange wi hin main p oduc ield h ough echnologically new p oduc s; (3) ex ension o p oduc ange wi hin main p oduc ield h ough echnologically imp o ed p oduc s; and (4) ex ension o p oduc ange ou side main p oduc ield. O he s like [ 27 – 29 ] a e using adi ional da a (e.g., CIS) wi h a he dicho omous (1-new o signi ican imp o ed se ices, o he wise 0) a iables. P oduc inno a ions a e de eloped o mee o ou s and he o e ings o he company’s compe i o s. A loni is e al. [ 27 ], sugges ha his g oup o se ices is de eloped o mee o ou s and he o e ings o he company’s compe i o s. Fu he , he KIBS implemen ed p oduc (se ice) inno a ion is associa ed wi h how se ices a e p o ided and o ganized, and in u n, a ec s he ela ion wi h use s in e ms o cus ome sa is ac ion [6]. Rod iguez and Camacho [ 30 ] and Miles e al. [ 11 ], iden i ied echnology, as a ac o e lec ing companies’ o ien a ion owa ds p oduc inno a ion. Acco ding o Co oche e al. [ 6 ] is echnology adop ion non-in e ac i e sou ce o knowledge explained by he (ICT) echnologies used in se ice p oduc ion/deli e y p ocess. The de elopmen o echnology has implica ions, which conce ns wi h he modes and iming o p oduc ion and deli e y o some ypes o se ices much mo e possible and easie . This p ocess can in oduce some dis ance be ween se ice de elopmen and u iliza ion. I could c ea e he geog aphical each o KIBS and, acco dingly, he pe cep ion o inc easing in e na ional p essu e on local i ms [ 6 ]. This g oup o a iables cha ac e izes i ms ha a e a he on ie in e ms o adop ion and use o new echnologies bu ha a e also likely o ely upon ex e nal d i e s o inno a ion, such as specialized supplie s o angible echnological inpu s. Technology de elopmen emphasizes he newness o he se ice’s ope a ing/deli e y p ocess (i.e., ha dwa e, so wa e) o he company, he echnological newness o he se ice’s deli e y p ocess Sus ainabili y 2019,11, 5136 5 o 19 and i s subsequen newness o he cus ome , and he newness o he new se ice de elopmen and ma ke ing p ocess o he company [ 29 ]. Howe e , KIBS i ms specializing in a se ice like law o enginee ing may in oduce a comple ely new se ice and many o hem ha e de eloped consul ancy o e ings—wi hou he use o any new echnologies [ 11 ]. While p o essional KIBS a e mo e keen o adop new echnologies, echnical KIBS a e mo e ocused on moulding hem [ 6 ]. This heo e ical e idence sugges s ha echnology de elopmen e lec ing companies’ o ien a ion owa ds p oduc inno a ion and imp o emen o se ice’s ope a ing/deli e y p ocess [ 6 , 30 ]. This heo e ical e idence sugges s ha KIBS as a sec o is conduci e o g ea e se ice inno a ion le el based on changes in echnology. 2.2. Ma ke space E en es ablished KIBS a e on he lookou o new oppo uni ies eme ging in new ma ke s o ensu e u u e de elopmen in e ms o g ow h and su i al. Fu he mo e, being able o o e new o exis ing se ices o p ocesses may imp o e a company’s posi ioning in exis ing ma ke s [ 31 ]. Ma ke de elopmen s a egies e lec he b ead h o he geog aphic ma ke s se ed and he i m’s pu sui o new dis ibu ion channels [ 32 ] so hey a e closely in e linked wi h ma ke ing ac ions. B anzei and Ve insky [ 32 ] sugges ha high-g ow h i ms a e wice as likely as low-g ow h i ms o esea ch and en e new ma ke s. They ound, ha mo e in ense ma ke de elopmen s a egies cons ained exploi a ion while an inc eased ocus on exis ing niches os e ed he comme cializa ion o inc emen al inno a ions. KIBS a ge ing o speci ic niche ma ke s can o e dis inc ad an ages and can a oid ha ing o compe e solely on cos agains la ge en e p ises wi h g ea e economies o scale and deli e high-quali y p oduc s, hey can h i e in small olumes wi h high ma gins. Howe e , he se ice inno a ions (especially mo e adical) which a e un es ed and b inging in o he new ma ke s a e a e y isky s a egy Rod í guez and Nie o [ 33 ]. As a esul o he in e ac ion be ween se ice p o ide s and hei cus ome s, some inno a ion ac i i ies a e aimed a adap ing he se ices o he use s ´ needs, which migh in i sel be conside ed a o m o inno a ion Rod í guez and Nie o [ 33 ] which is o en unde he p o ec ion o he con ac be ween he se ice p o ide and he cus ome . This may be a ba ie o dis ibu ing and deli e ing se ice inno a ion o o eign ma ke s as well. 2.3. Ma ke ing Ac ions Ma ke ing de elopmen s a egy in ol ing signi ican changes in design, placemen , p omo ion o p icing ac i i ies [ 34 ]. This s a egy leads o ac ical ma ke ing ac ions such as changes in sales o dis ibu ion me hods, ad e ising o pe manen exhibi ions. The objec i e is o inc ease he appeal o he i ms’ p oduc s in e ms o ma ke pene a ion and/o o en e new ma ke s [6]. These ac ions ocus on cus ome ’s needs, opening new ma ke s, o eposi ioning a company’s p oduc wi h he in en o inc ease sales. Ma ke ing s a egies a ec inancial ou comes o small businesses and lead o he sus ainable de elopmen o hese companies. An e ec i e ma ke ing s a egy inc eased sales and dominance in a a ge ed ma ke [ 35 ]. KIBS manage s/owne s a e asked wi h using a ious communica ion le els o de e mine which consume popula ions a e mos likely o alk abou a company b and o help in luence quan i iable ways o sales and p o i abili y [36]. KIBS can use ma ke ing communica ions o ob ain in o ma ion and ad ice, o e in o ma ion abou p oduc s, and pe suade a ge cus ome s on he me i s o a pa icula p oduc [ 37 ]. P oduc p esen a ion is a e y impo an ma ke ing ool in e ms o pene a ion o en e ing new ma ke s and help o p omo e b ands. Building a aluable b and inc eases cus ome alue pe cep ion, gi es he p oduc a highe quali y le el, inc eases p o i abili y [ 38 ] and lead o he sus ainable de elopmen o hese companies. Companies ha ha e a s ong b and name achie e be e pe o mance and ma ke ing capabili ies [ 39 ]. The KIBS ocusing on ma ke ing ac ions a e likely o ha e a be e abili y o inc ease cus ome sa is ac ion, also o success ully adap o changing ma ke needs, o disco e and Sus ainabili y 2019,11, 5136 6 o 19 exploi business oppo uni ies and o access new in o ma ion and esou ces in o de o de elop new compe i i e p oduc s o p ocesses [6,34]. 2.4. Human Resou ces and O ganiza ional S uc u e A speci ic ea u e o KIBS, which a ec s he de elopmen ac i i ies, is hei labo -in ensi e na u e. I is especially in KIBS ha highly quali ied human capi al ep esen s a key s a egic asse . Co oche e al. [6] alking abou he o ganiza ional changes and non- echnological inno a ions, which is explained by human capi al compe encies and o ganiza ional s uc u e, and e lec s an inno a i e pa e n which is o ien ed owa ds changing o ganiza ional a iables such as he i m in e nal s uc u e and pe sonnel skills and p o iles. Pe haps, one o he bes a gumen s o sus ainable de elopmen o SMEs is he po en ial o a ac and e ain employees [ 40 , 41 ]. De elopmen o human esou ce managemen is a c i ical inno a ion s a egy, pa icula ly o high- ech o knowledge-in ensi e i ms and consis en ly enables supe io pe o mance. Human de elopmen s a egies e lec ed he s a egic impo ance placed on ec ui ing knowledgeable employees, aining exis ing employees, and de eloping unc ionally di e se eams [ 32 ]. In es men s in human esou ces appea o inc ease, a he han dec ease, wi h he in oduc ion o p oduc inno a ion and ICT, ollowing he need o i ms o imp o e hei knowledge capaci y [ 6 ]. Implemen a ion mo e complex echnology will inc ease he need o in ensi e lea ning. 2.5. Business Pe o mance o Se ices The impac o s a egic and mainly inno a ion ac i i ies on he business pe o mance o se ices is less di ec ly obse able compa ed o manu ac u ing [ 27 , 42 ]. In o he wo ds, because he e is no physical p oduc , i is o en ha de o con ey he immedia e bene i o consume s and any bene i may no be immedia ely linked by he cus ome o an inno a ion pe se [ 42 ]. An inc easing numbe o esea che s ha e u ned hei a en ion o a speci ic aspec o he non- inancial pe o mance o se ice i ms [ 29 ]. E ec i eness assessmen o any s a egy and i s impac on he o e all i m is an impo an issue ha all i ms need o assess a e he implemen a ion o any new s a egy [ 2 ]. When measu ing SMEs pe o mance, he subjec i e sou ces o inancial and non- inancial pe o mance a e mo e use ul [43]. All he men ioned s a egic ac ions in e ms o inno a ions and changes in selec ed a eas o heo e ical backg ound ha e an impac on business pe o mance. Resea che s use many indica o s, such as inancial ( u no e , sales, ROA, e c.) and non- inancial (ma ke sha e, cus ome sa is ac ion, image, e c.) using objec i e and/o subjec i e scales [ 2 , 27 , 42 ]. Many esea che s (e.g., [ 27 , 42 ]) sugges ha he se ice inno a ions ha e a posi i e ela ionship on i m ( inancial, non- inancial) pe o mance (depend on adicalness). Acco ding o A loni is e al. [ 27 ], se ice line ex ensions a e conce ned wi h non- inancial pe o mance, pa icula ly he company’s o e all image. Ha ing de eloped a good image in he eyes o he cus ome helps minimize he isk associa ed wi h he new o e ing and emphasizes i s abili y o (also) o e a pa icula se ice o i s abili y o o e imp o ed se ices. Deli e y p ocesses ha e he mos impo an con ibu ion in e ms o inancial pe o mance, pa icula ly he p o i abili y le el. This ype o ac ion aims o ake ad an age o mode n echnologies in he deli e y o he se ice and, hus, ende s he deli e y mo e cos -e icien and he e o e, p o i able. Se ice eposi ioning is me ely an e o o shi he ma ke ’s o e all pe cep ion o he company’s se ices ela i e o ha o compe i o s. Fu he , Geo giadis, and Pi elis [ 44 ] ind ha mo e p o i able se ices (SMEs) combine a highly skilled wo k o ce wi h echnological and know-how-based i m di e en ia ion s a egies, and/o p oduc di e en ia ion s a egies, which a e based on he quali y o se ice and pe sonal a en ion o cus ome s, alongside gene ous compensa ion and a en ion o employee de elopmen . Thus, we hypo hesize: Hypo hesis 1 (H1). KIBS implemen ed mo e adical se ice (new o he ma ke o i m) inno a ions ha e an associa ion wi h non- inancial pe o mance, pa icula ly company o e all image. Sus ainabili y 2019,11, 5136 7 o 19 Hypo hesis 2 (H2). KIBS implemen ed ma ke ing ac ions ha e an associa ion wi h inc easing cus ome sa is ac ion and lexibili y o adjus o he changeable needs o he cus ome s. Hypo hesis 3 (H3). KIBS implemen ed echnology o in oduce new o o imp o e exis ing deli e y p ocesses, ha e a close associa ion wi h inancial pe o mance (p o i abili y le el). Hypo hesis 4 (H4). KIBS implemen ed changes ocused on human esou ce managemen ha e a closed associa ion wi h imp o emen o quali y se ice o e ed. The i ms o en make decisions esul ing in s a egic con igu a ions o one o se e al de elopmen ac ions. As Ama a, Land y, and Dolo eux [ 29 ] poin ed ou , he e a e s ong complemen a i ies be ween di e en ypes o inno a ions in se ices. F om a sys em poin o iew, any ac ion o change and inno a ion in ol es he de elopmen o o he o ms o ac ions in he sys em, o ganiza ion. Hence, he in oduc ion o new se ices o en equi es he in oduc ion o new se ice p ocesses, he adop ion o new o ganiza ional p ac ices, he a ailabili y o changes in se ice design, p omo ion and placemen and so on [ 28 ]. Ins ead o exhibi ing complemen a i ies, he di e en o ms o inno a ion migh be independen o each o he o e en show subs i u ion e ec s [29]. The e is gene al ag eemen ha KIBS sec o ha e he highes mean sco e in inno a ion le el wi hin se ice indus y as a whole and a e expec ed o adop a b oad, complex po olio o inno a ion ini ia i es [ 28 , 30 ]. Implemen a ion o one o he ou ypes o inno a ions and changes ep esen s a simple s a egy and any o hei combina ions a complex s a egy [ 28 ]. The impo ance o he hyb id clus e is men ioned in he wo k o [ 15 , 28 , 45 , 46 ]. Coo dina ion o inno a ion decisions can esul in complex s a egies. Acco ding o Ma in-Rios e al., [ 28 ] a complex s a egy is o med, o example, by combining one o mo e echnology-de i ed inno a ions (p oduc and p ocess) and non- echnological inno a ions (o ganiza ional and ma ke ing). The e is an expec a ion ha in e nal a iabili y o inno a ion ypes will lead o di e ences in he gene a ion o o ganiza ional esul s. Se ice i ms adop ing complex inno a ion s a egies could ob ain high a es o i m u no e and al e na i ely, simple s a egies could be associa ed wi h lowe i m u no e a es [ 28 ]. Howe e , e en wi hin he KIBS sec o ha e been ound di e ences and no all businesses a e ac i e inno a o s [ 11 , 27 , 47 ]. This ype o non-inno a o y KIBS p obably ely upon es ablished epu a ion and/o economic up u n in e ms o g owing cus ome demand o compe e in he cu en ma ke [ 6 ]. This clus e o conse a i e KIBS ha e been iden i ied h oughou Eu opean s udies and s udies om eme ging economies (see [6,48]). In ligh o he abo e conclusions, we hypo hesize: Hypo hesis 5 (H5). The g oup o leas o non-inno a i e KIBS a e less success ul in e ms o bo h, inancial and non- inancial pe o mance compa ed o he o he ype o KIBS. Hypo hesis 6 (H6). KIBS implemen ed mo e complex inno a ion s a egy a e mo e success ul in e ms o inancial pe o mance, pa icula ly p o i . 3. Da a, Va iables De ini ions, and Me hods 3.1. Da a D awing on he su ey-based i m-le el da ase , he aim o he pape is o es whe he di e en ypes o KIBS could be associa ed wi h di e en de elopmen pa e ns and pe o mance ou comes, e alua ing he he e ogenei y d i en by KIBS. The empi ical e idence is based on quan i a i e da a h ough an email ques ionnai e om July o Sep embe 2017. The basic popula ion ga he ed om uni e si y da abase Amadeus a e selec ion c i e ia (headqua e s in he Czech Republic, only p i a e p o i sec o ; se ices ope a ing mo e han 5 yea s, should no be a p esump ion o bank up cy o insol ency; he size de e mined by he o al numbe o employees is 10–49; owne should be a senio Sus ainabili y 2019,11, 5136 8 o 19 execu i e (CEO) and mus be in he op managemen and has majo i y sha e 50.1%) included 1214 companies, ope a ing in knowledge-in ensi e business se ice sec o . The o al e u n a e om he su ey was 128 alid answe s in comple ely and co ec ly illed o m ( e u n 10.5%). The esul ing sample o esponden s copies he heo e ical da abase ile s uc u e (see Table 1). Table 1. KIBS classi ica ion o indus ial ac i i ies acco ding o CZ-NACE Re . 2. Theo e ical F eq. Resea ch F eq. KIBS * Absolu e Rela i e Absolu e Rela i e Sec ion J 62 300 24.71% 37 28.91% 63 21 1.73% 3 2.34% Sec ion M 69 214 17.63% 19 14.84% p 70 64 5.27% 7 5.47% p 71 407 33.53% 40 31.25% 72 17 1.40% 4 3.13% 73 123 10.13% 11 8.59% p 74 68 5.60% 7 5.47% p To al 1214 100% 128 100% * —high echnological knowledge; p—p o essional se ices. Looking a he geog aphic dis ibu ion, mo e han 60% o small KIBS in a sample a e si ua ed in he h ee, economically mos impo an (me opoli an) egions in he Czech Republic. I means, 30.50% o KIBS is si ua ed in he me opoli an egion o P ague ci y, 22.70% a e si ua ed in Sou h Mo a ian Region wi h he capi al ci y o B no and 8,7% a e si ua ed in Mo a ia-Silesia Region wi h he capi al ci y o Os a a (see nex Figu e 2). The es o KIBS (40%) a e si ua ed in non-me opoli an egions. This is no a su p ising esul and i is consis en wi h he esea ch esul s o au ho s Ženka e al. [ 17 ]. They ound ha KIBS in he Czech Republic is s ongly spa ially dis ibu ed acco ding o he ci y size and employmen po en ial. Figu e 2. Geog aphic dis ibu ion o he sampled business. Sus ainabili y 2019,11, 5136 9 o 19 3.2. Va iables De ini ion 3.2.1. Se ice-Ma ke De elopmen S a egies Due o he con inuous na u e o p oduc (se ice) inno a ion ac i i ies in se ices [ 5 ], a he use dicho omous yes/no esponse, we adop ed exis ing o dinal scales [ 6 , 24 , 27 ]. The a iable used o measu e he se ice inno a ions is p edominan ly based on he scale p oposed by A loni is e al. [ 27 ]: (1) he se ice was o ally new o he company, (2) he se ice supplemen ed an exis ing company line, (3) he se ice c ea ed a new p oduc line o he company, (4) he se ice was o ally new o he ma ke , (5) he se ice o e ed new ea u es owa ds compe i ion, (6) he se ice was in esponse o changing cus ome pu chasing beha io , (7) he se ice was a modi ica ion o exis ing se ices, (8) he se ice was a e ision o exis ing se ices. This ypology e lec s a con inuum o he ange o inno a ion om discon inuous ( adical) inno a ion o con inuous (inc emen al) inno a ion. Using a i e-poin scale (1: S ongly disag ee, 5: S ongly ag ee), esponden s we e asked o indica e hei deg ee o ag eemen wi h each se ice inno a ion i ems/s a emen s implemen ed in he las i e yea s. Ma ke de elopmen s a egies indica ed he s a egic impo ance o ma ke c ea ion o expansion [ 32 ]. Responden s we e asked o indica e hei deg ee o ag eemen o ou s a egic objec i es: (1) exis ing se ice a ge ed in o new ma ke s, (2) he company en e ed a new ma ke o he i s ime, (3) he company ex ended he cu en ma ke , (4) he sea ching o niche o specialized ma ke s. Using a i e-poin scale (1: S ongly disag ee, 5: S ongly ag ee), esponden s we e asked o indica e hei deg ee o ag eemen wi h each ma ke de elopmen i ems/s a emen s implemen ed in he las i e yea s. 3.2.2. O ganiza ional Changes Technology adop ion explained by he ICT echnologies is used p edominan ly wi h p oduc (se ice) inno a ion, pa icula ly deli e y/ope a ional p ocesses [ 6 , 27 , 29 ]. Because empi ical esul s sugges , ha no all KIBS may in oduce se ice inno a ions wi h he use o any (new o signi ican ly imp o emen ) echnologies [ 11 , 49 ], we decided o ake he echnology a iable as a sepa a e i em. We inco po a ed he echnology adop ion i ems such as so wa e, ha dwa e, and o he ICT echnology. These i ems we e cons uc ed on Like -scale measu e (1: S ongly disag ee, 5: S ongly ag ee). Ma ke ing ac ions in ol ing signi ican changes in design, placemen , p omo ion, p icing ac i i ies [ 34 ]. We inco po a ed six i ems: (1) change in he cu en cus ome segmen s (2) change in company and p oduc p esen a ion, (3) in oduc ion o a new dis ibu ion channels, (4) in oduc ion o a new p icing policy o se ice o e ed, (5) change in communica ion wi h cus ome s, (6) change in b and o se ices o e ed. Using a i e-poin scale, esponden s we e asked o indica e hei deg ee o ag eemen wi h each se ice inno a i eness i ems/s a emen s (1: S ongly disag ee, 5: S ongly ag ee). Human de elopmen s a egies e lec ed he s a egic impo ance placed on ec ui ing knowledgeable employees, aining exis ing employees, and de eloping unc ionally di e se eams [ 32 ]. Howe e , we inco po a ed changes associa e wi h HRM sys em: (1) change in he o e all HRM sys em, (2) change in leade ship s yle, (3) change in goal se ing, (4) change in he ewa d and mo i a ion sys em, (5) change in educa ion and aining sys em, (6) change in ca ie g ow h and de elopmen o s a , (7) change in s a s aining and sa is ac ion, (8) change in wo k lexibili y, (9) wo k-load changes, (10) a ac and e ain new knowledge employees, (11) de eloping unc ionally di e se eams. All hese i ems we e cons uc ed as he mean o ques ions on Like -scale measu e (1: S ongly disag ee, 5: S ongly ag ee). D i ing on s a egic change li e a u e, changes in o ganiza ional s uc u e include: (1) change in owne ship, (2) change in decen aliza ion le el, (3) change in a unc ional a ea, depa men , o di ision, (4) change in managing s a numbe , (5) change o ope a ional-le el s a numbe , (6) change in s ep coun in ope a ion p ocesses. All hese i ems we e cons uc ed as he mean o ques ions on Like -scale measu e (1: S ongly disag ee, 5: S ongly ag ee). Sus ainabili y 2019,11, 5136 16 o 19 c ea e a s onge posi ion o he ma ke . One possible explana ion may be ha he mo e adical se ice inno a ions, which a e un es ed and b inging in o he new ma ke s a e a e y isky s a egy [ 33 ]. Some inno a ion ac i i ies a e aimed a inno a ions a e c ea ed in adap ing he se ices o he use s’ needs, which migh in i sel be conside ed a o m o inno a ion, which is o en unde he p o ec ion o he con ac be ween he se ice p o ide and he cus ome . This may be a ba ie o dis ibu ing and deli e ing se ice inno a ion o o eign ma ke s as well. The new o imp o ed deli e y p ocess e o s exis in all ype o analyzed KIBS. Use pa icipa ion in he p ocess o p oduc ion and deli e y, o en o e lapping wi h consump ion i sel , gene ally, he mos deba ed and dis inguishing cha ac e is ic o se ices and appea s all he mo e ele an in he case o knowledge-in ensi e se ices [ 6 ]. The e exis s a ension be ween he p essu e o educe he p oduc ion cos s o se ices, which leads i ms o look o inc easing s anda diza ion, and he need o mee speci ic use equi emen s, which, on he con a y, o ce i ms o seek a high deg ee o cus omiza ion in hei p oduc s. Mos o KIBS i ms ha e bo h science and enginee ing and o he g adua es on hei pay olls. Some i ms a e highly specialized, while o he s ha a e nominally in he same sec o a e much mo e b oadly ocused [ 50 ]. I is he e o e e y su p ising o ind ha he knowledge capi al embodied in he human esou ces o small KIBS in he Czech Republic has no unde gone mo e p onounced changes in he las i e yea s. This is a simila esul wi h Co oche e al. [ 6 ], who ound a a he conse a i e a i ude o KIBS no inclined o hi e new pe sonnel and mo e s imula ed human esou ces o engage in aining p og ams o upda e hei compe encies wi h ocusing on p oduc inno a ion. Finally, his s udy sugges s ha he mos inno a i e KIBS make he s onges con ibu ion o non- inancial pe o mance, i.e., company image, building cus ome sa is ac ion, inc easing quali y o se ices and so on. Al hough his conclusion is somehow en a i e, as i s deepe in es iga ion was beyond he scope o his s udy, i p o ides he managemen o companies in he se ice sec o wi h an ini ial basis o achie ing a ma ch be ween inancial pe o mance objec i es and new se ices de elopmen s a egy. 6.1. P ac ical Implica ions Apa om academic use, he classi ica ion and posi ioning o he g owing numbe o s udies in his ield will help p ac i ione s de elop a comp ehensi e unde s anding o he s a egic impo ance o sus ainabili y issues in di e en ways [ 2 , 51 , 52 ]. A a public policy le el, he esul s o his s udy gi e ideas o encou aging s a egy de elopmen o KIBS. This s udy sugges s, ha he e is a di e en de elopmen scena io wi hin he KIBS sec o . I should be acknowledged ha small en e p ises comp ise se e al di e gen a ge g oups, and he di e si y o de elopmen pa e ns sugges s ha di e si y should also di ec he policies aiming a suppo ing de elopmen in hese small en e p ises (e.g., Mol, B andl [ 53 ] o Desma chelie , Djellal, Gallouj [ 54 ]). Based on he e idence o his s udy, he smalles companies ope a ing unde sec o “KIBS” do no de elop adical inno a ions and i is necessa y o make g ea e e o s o os e he de elopmen o inc emen al inno a ions. Asecond con ibu ion o p ac i ione s lies in he ela ionshipbe ween hedeg eeo inno a i eness o he new se ice and i s pe o mance. Tha is, he leas inno a i e new se ices ( e ision o eposi ioning exis ing se ices) a e ela i ely less success ul in e ms o inancial pe o mance compa ed o he mode a ely inno a i e ypes o new deli e y p ocesses and se ice line ex ension. 6.2. Limi a ions and Fu he Resea ch Fu he in-dep h esea ch is equi ed wi h con ol a iables such as age o company o localiza ion cha ac e is ics. We also didn’ inco po a e o he impo an dimensions o de elopmen ac i i ies such as ela ional o ne wo k ac i i ies as a pa o lea ning and knowledge p ocess as well as o he o ganiza ional inno a ions (see [ 6 , 11 ]). Ex e nal ela ionship de elopmen and inno a ions, he es ablishmen o ela ionships wi h pa ne s and a subse o o ganiza ional inno a ion, has been de eloped especially o se ices [ 47 ]. Se ice i ms a e mo e likely o engage in collabo a ions wi h Sus ainabili y 2019,11, 5136 17 o 19 cus ome s and supplie s as pa o hei inno a ion p ocess [ 7 ]. Cus ome s, supplie s, and compe i o s a e majo sou ces, while pa ne s such as anchises o p o essional associa ions a e ano he [ 11 ]. Cus ome and supplie ela ionship de elopmen allows SMEs o maximize he use o hei limi ed esou ces [ 4 , 55 ]. De eloping such pa ne ships can p o ide hem wi h oppo uni ies o acqui e new skills and imp o e exis ing ones. This also allows hem o pu sue coope a i e join en u es as a means o sha ing he isk [50,56]. The esea ch ca ied ou on a sample ha is a he small in size o he ange co esponding o he lowe limi o usabili y o some sui able ools. F om his poin o iew, he heo e ical possibili y is o be inc eased by ano he KIBS ca ego y sample esea ch o a leas o ob ain a uni o m ep esen a ion o each o he sec ions, which was dis o ed by he ep esen a ion o he wo la ges sample g oups (ICT and a chi ec u al and enginee ing se ices) o alida e he esul s. All ob ained esul s could no be gene alized o wide popula ion o KIBS companies in he Czech Republic. The s udy has been conduc ed in a speci ic na ional con ex o he Czech Republic. I would be in e es ing o ex end he analysis o o he coun ies o iden i y he pa e ns o KIBS which a e ei he coun y-speci ic o gene alizable. Au ho Con ibu ions: All au ho s con ibu ed equally o his pape . Funding: This esea ch ecei ed no ex e nal unding. Con lic s o In e es : The au ho s decla e no con lic o in e es . Re e ences 1. Miozzo, M.; Soe e, L. In e na ionaliza ion o se ices: A echnological pe spec i e. Technol. Fo ecas . Soc. Chang. 2001,67, 159–185. [C ossRe ] 2. Goyal, P.; Rahman, Z.; Kazmi, A.A. Co po a e sus ainabili y pe o mance and i m pe o mance esea ch: Li e a u e e iew and u u e esea ch agenda. Manag. Decis. 2013,51, 361–379. [C ossRe ] 3. F eel, M. Pa e ns o echnological inno a ion in knowledge-in ensi e business se ices. Ind. Inno . 2006 ,13, 335–358. [C ossRe ] 4. Mulle , E.; Dolo eux, D. The key dimensions o knowledge-In ensi e business se ices (KIBS) analysis: A decade o e olu ion. A b. Un e nehm. Und Reg. 2007,1, 1–26. 5. E angelis a, R.; Vezzani, A. The economic impac o echnological and o ganiza ional inno a ions. A i m-Le el analysis. Res. Policy 2010,39, 1253–1263. [C ossRe ] 6. Co oche , N.; Cusmano, L.; Mo ison, A. Modes o inno a ion in knowledge-In ensi e business se ices e idence om Lomba dy. J. E olu . Econ. 2009,19, 173–196. [C ossRe ] 7. Te he , B.S. The sou ces and aims o inno a ion in se ices: Va ie y be ween and wi hin sec o s. Econ. Inno . New Technol. 2003,12, 481–505. [C ossRe ] 8. Bolisani, E.; Paiola, M.; Sca so, E. Cogni i e ea u es o KIBS companies: E idence om a clus e analysis. In . J. Se . Technol. Manag. 2014,20, 215–232. [C ossRe ] 9. Miles, I. Knowledge in ensi e business se ices: P ospec s and policies. Fo esigh 2005 ,7, 39–63. [C ossRe ] 10. Djellal, F.; Gallouj, F.; Miles, I. Two decades o esea ch on inno a ion in se ices: Which place o public se ices? S uc . Chang. Econ. Dyn. 2013,27, 98–117. [C ossRe ] 11. Miles, I.; Belouso a, V.; Chichkano , N. Inno a ion con igu a ions in knowledge-in ensi e business se ices? Fo esigh STI Go . 2017,11, 94–102. [C ossRe ] 12. Zhang, X.; Wang, G.; Bi, X. The impac o ne wo k cen ali y and knowledge inno a ion abili y on he Inno a ion pe o mance o KIBS en e p ises. Econ. P obl. 2013,8, 92–96. 13. Kunhui, Y.; Guo, L.; Yongwei, S. Ne wo ked o Un-Ne wo ked? A P elimina y S udy on KIBS-Based Sus ainable U ban De elopmen : The Case o China. Sus ainabili y 2016,8, 509. [C ossRe ] 14. Consoli, D.; Elche-Ho elano, D. Va ie y in he knowledge base o Knowledge In ensi e Business Se ices. Res. Policy 2010,39, 1303–1310. [C ossRe ] 15. Ronnie, J.; Ne o, J.V.; Quelhasa, O.L.G.; de Ma os Fe ei a, J.J. Knowledge In ensi e Business Se ices (KIBS): Bibliome ic analysis and hei di e en beha io s in he scien i ic li e a u e: Topic 16—Inno a ion and se ices. RAI Re . Adm. Ino . 2017,14, 216–225. [C ossRe ] Sus ainabili y 2019,11, 5136 18 o 19 16. Klimek, A. Ad anced business se ices in he global economy and he Viseg á d G oup economies. In . Bus. Glob. Econ. 2018,5, 399–408. [C ossRe ] 17. Ženka, J.; No o n ý , J.; Slach, O.; I an, I. Spa ial dis ibu ion o knowledge-In ensi e business se ices in a small pos -Communis economy. J. Knowl. Econ. 2017,8, 385–406. [C ossRe ] 18. Eu os a . High-Tech Agg ega ion by NACE Re . 2. 2014. A ailable online: h p://epp.eu os a .ec.eu opa.eu/ cache/ITY_SDDS/Annexes/h ec_esms_an3.pd (accessed on 25 Augus 2019). 19. Eu opean Commission. Pˇ ehled Ú daj˚u SBA 2015 ˇ Cesk á Republika. 2015. A ailable online: h p://ec.eu opa. eu/DocsRoom/documen s/16344/a achmen s/7/ ansla ions/cs/ endi ions/na i e (accessed on 25 Augus 2019). 20. Toi onen, M. Fo esigh in se ices: Possibili ies and special challenges. Se . Ind. J. 2004 ,24, 79–98. [C ossRe ] 21. Scheuing, E.E.; Johnson, E.M. A p oposed model o new se ice de elopmen . J. Se . Ma k. 1989 ,3, 25–34. [C ossRe ] 22. Raymond, L.; C o eau, A.M. Enabling he s a egic de elopmen o SMEs h ough ad anced manu ac u ing sys ems: A con igu a ional pe spec i e. Ind. Manag. Da a Sys . 2006,106, 1012–1032. [C ossRe ] 23. Mille , D. Towa d a new con ingency app oach: The sea ch o o ganiza ional ges al s. J. Manag. S ud. 1981 , 18, 1–26. [C ossRe ] 24. La uen e, E.; Vaillan , Y.; Lei a, J.C. Sus ainable and T adi ional P oduc Inno a ion wi hou Scale and Expe ience, bu Only o KIBS! Sus ainabili y 2018,10, 1169. [C ossRe ] 25. La uen e, E.; Vaillan , Y.; Vend ell-He e o, F. Te i o ial se i iza ion: Explo ing he i uous ci cle connec ing knowledge-In ensi e se ices and new manu ac u ing businesses. In . J. P od. Econ. 2017 ,192, 19–28. [C ossRe ] 26. Voss, C.; Johns ion, R.; Sil es o, R.; Fi zge ald, L.; B ignall, T. Measu emen o inno a ion and design pe o mance in se ices. Des. Manag. J. 1992,3, 40–46. 27. A loni is, G.J.; Papas a hopoulou, P.G.; Gouna is, S.P. An empi ically-Based ypology o p oduc inno a i eness o new inancial se ices: Success and ailu e scena ios. J. P od. Inno . Manag. 2001 ,18, 324–342. [C ossRe ] 28. Ma in-Rios, C.; E ha d , N.; Ciobanu, T. Se ice inno a ion s a egies: An analysis o success ac o s and challenges. In P oceedings o he ISPIM Con e ence, S ockholm, Sweden, 17–20 June 2018; pp. 1–29. 29. Ama a, N.; Land y, R.; Dolo eux, D. Pa e ns o inno a ion in knowledge-in ensi e business se ices. Se . Ind. J. 2009,29, 407–430. [C ossRe ] 30. Rod iguez, M.; Camacho, J.A. A e knowledge-In ensi e business se ices so “ha d” inno a o s? Some insigh s using Spanish mic oda a. J. Inno . Econ. Manag. 2010,1, 41–65. [C ossRe ] 31. Jenkins, H. Small business champions o co po a e social esponsibili y. J. Bus. E hics 2006 ,67, 241–256. [C ossRe ] 32. B anzel, O.; Ve insky, I. S a egic pa hways o p oduc inno a ion capabili ies in SMEs. J. Bus. Ven u . 2006 , 21, 75–105. [C ossRe ] 33. Rod í guez, A.; Nie o, M.J. Coope a ion and inno a ion in he in e na ionalisa ion o knowledge-In ensi e business se ices. In Reshaping he Bounda ies o he Fi m in an E a o Global In e dependence; Pla-Ba be , J., Aleg e, J., Eds.; Eme ald G oup Publishing Limi ed: Bingley, UK, 2010. 34. OECD; Eu os a . Oslo Manual: Guidelines o Collec ing and In e p e ing Inno a ion Da a, 3 d ed.; OECD: Pa is, F ance, 2005. 35. Jemaiyo, B. An assessmen o he e ec i eness o ma ke ing s a egies adop ed by suga manu ac u ing companies in Kenya. J. Eme g. T ends Econ. Manag. Sci. 2013,4, 350–357. 36. Kelle , E.; Fay, B. Wo d-o -Mou h ad ocacy: A new key o ad e ising e ec i eness. J. Ad . Res. 2012 ,52, 459–464. [C ossRe ] 37. Khan, M.T. The concep o ‘ma ke ing mix’ and i s elemen s. A concep ual e iew pape . In . J. In . Bus. Manag. 2014,6, 108–122. 38. Dog ama zis, D. Bioma ke ing s a egy and ac ics 101: Pa II o III. J. Comme . Bio echnol. 2012 ,18, 43–57. [C ossRe ] 39. Jannesa i, M.; Gho bani, H.; Hae y, F.A. E ec s o manage s’ pe cep ion o compe i ion in ensi y in he indus y and ma ke ing capabili ies on he b and pe o mance. In . J. Acad. Res. Bus. Soc. Sci. 2014 ,4, 299–309. [C ossRe ] 40. B anco, M.C.; Rod igues, L.L. Co po a e social esponsibili y and esou ce-Based pe spec i es. J. Bus. E hics 2006,69, 111–132. [C ossRe ] Sus ainabili y 2019,11, 5136 19 o 19 41. Ba acha ya, C.B.; Sen, S.; Ko schun, D. Using co po a e social esponsibili y o win he wa o alen . MIT Sloan Manag. Re . 2008,49, 37–48. 42. McDe mo , C.M.; P ajogo, D.I. Se ice inno a ion and pe o mance in SMEs. In . J. Ope . P od. Manag. 2012 , 32, 216–237. [C ossRe ] 43. Rubio, A.; A ag ó n, A. SMEs compe i i e beha io : S a egic esou ces and s a egies. Manag. Res. 2009 ,7, 171–190. [C ossRe ] 44. Geo giadis, A.; Pi elis, C.N. Human esou ces and SME pe o mance in se ices: Empi ical e idence om he UK. In . J. Hum. Resou . Manag. 2012,23, 808–825. [C ossRe ] 45. Dolo eux, D.; Shea mu , R. Explo ing and compa ing inno a ion pa e ns ac oss di e en knowledge in ensi e business se ices. Econ. Inno . New Technol. 2010,19, 605–625. [C ossRe ] 46. Zieba, M. Knowledge-In ensi e Business Se ices (KIBS) and Thei Role in he Knowledge-Based Economy; GUT FME Wo king Pape Se ies A; Gda´nsk Uni e si y o Technology: Gda´nsk, Poland, 2013. 47. Mo he, C.; Uyen, N.T.T. The impac o non- echnological on echnological inno a ions: Do se ices di e om manu ac u ing? An empi ical analysis o Luxembou g i ms. In . J. Technol. Manag. 2012 ,57, 227–244. [C ossRe ] 48. Monbio , G.; P esco , M. Hea : How o S op he Plane Bu ning; Penguin G oup: New Yo k, NY, USA, 2007. 49. Miles, I. KIBS and Knowledge Dynamics in Clien -Supplie In e ac ion. In Explo ing Knowledge-In ensi e Business Se ices: Knowledge Managemen S a egies; Di Ma ia, E., Ed.; Palg a e Macmillan: London, UK, 2012. 50. O’Regan, N.; Ghobadian, A. Inno a ion in SMEs: The impac o s a egic o ien a ion and en i onmen al pe cep ions. In . J. P od. Pe o m. Manag. 2005,54, 81–97. [C ossRe ] 51. Pazou , M. Typologie ino aˇcního p ocesu e službách. Poli ickáEkon. 2008,56, 795–818. [C ossRe ] 52. Schnabl, E.; Zenke , A. S a is ical Classi ica ion o Knowledge-In ensi e Business Se ices (KIBS) wi h NACE Re . 2. 2013. A ailable online: h p://www.e o eg.eu/docs/ iles/shno/Resea chNo e_25_classi ica ionKIBS_ SCE_AZ_9_jb.pd (accessed on 1 July 2019). 53. Mol, M.J.; B andl, K. B idging wha we know: The e ec o cogni i e dis ance on knowledge-in ensi e business se ices p oduced o sho e. In . Bus. Re . 2018,27, 669–677. [C ossRe ] 54. Desma chelie , B.; Djellal, F.; Gallouj, F. Knowledge in ensi e business se ices and long e m g ow h. S uc . Chang. Econ. Dyn. 2013,25, 188–205. [C ossRe ] 55. Te zio ski, M. Inno a ion p ac ice and i s pe o mance implica ions in small and medium en e p ises (SMEs) in he manu ac u ing sec o : A esou ce-Based iew. S a eg. Manag. J. 2010,31, 892–902. [C ossRe ] 56. Shea mu , R.; Dolo eux, D. Is he e a connec ion be ween geog aphic clus e ing and KIBS inno a ion? In Explo ing Knowledge-In ensi e Business Se ices; Palg a e Macmillan: London, UK, 2012. © 2019 by he au ho s. Licensee MDPI, Basel, Swi ze land. This a icle is an open access a icle dis ibu ed unde he e ms and condi ions o he C ea i e Commons A ibu ion (CC BY) license (h p://c ea i ecommons.o g/licenses/by/4.0/).