Knowledge-Based Strategies: Case-Study Analysis of Local Computer Service Companies

The studies of models for formulating business strategies that explicitly consider knowledge as the core resource are still insufficient. This paper analyses this issue by considering the particular case of computer service firms, which can be seen as Knowledge Intensive Business Services (KIBS) connecting the sources of technological innovation (i.e. large multinationals, research laboratories, universities, etc.) to the individual needs of the local customers. In particular, they operate as mediators between the local cognitive requirements and the more generic knowledge resources available in the global environment. Since the activity of those companies is based on the capability to manage knowledge flows among various actors, the formulation of their business strategies requires new approaches that directly focus on cognitive processes. The paper describes the results of an extensive survey involving the computer service companies located in a specific region (Northeast of Italy). The study allows to draw useful schemes for the identification of knowledge-based strategies, which can be of use beyond the specific context of investigation. In particular, the paper: a) analyses approaches that can be used to establish a knowledge-based business strategy; b) uses such approaches to identify how computer service firms pursue their business strategy by means of a proper management of their knowledge assets; c) discusses the utility of the illustrated approaches, and provides some suggestions for a future research agenda.