Heft36 1 - SFB 580 - Friedrich-Schiller-Universität Jena
Heft36 1 - SFB 580 - Friedrich-Schiller-Universität Jena
Heft36 1 - SFB 580 - Friedrich-Schiller-Universität Jena
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ORGANISATIONAL LITERATUR INNOVATION IN HUNGARY<br />
Figure 1. Typology of the production strategies in the KIBS sector<br />
Based on the two distinctive dimensions<br />
presented above, four types of production<br />
strategies can be identified. The firms providing<br />
a narrow set of standardised services follow the<br />
strategy labelled “simple standardisation” (18%<br />
of firms). The second group was composed<br />
of firms providing different routine services<br />
(diversified service portfolio); their strategy<br />
is called “diversified standardisation” (15.3%<br />
of firms). The third strategic category, “simple<br />
customisation”, includes the firms providing<br />
a narrow set of tailor-made solutions (16.8%<br />
of firms). The last and largest group of firms,<br />
which follow the strategy labelled “diversified<br />
customisation”, provide tailor made services<br />
in different fields (49.5% of firms). The<br />
distribution of various types of activities<br />
moderately correlates with classification.<br />
IT service firms (“New technology<br />
providers”) are overrepresented in the<br />
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group of diversified customisation<br />
strategy, while service diversification<br />
seems to be the dominant strategy<br />
in the case of legal and financial service firms<br />
(“Operational service providers”) independent<br />
from the degree of standardisation.<br />
Engineering and R&D firms (“Science-based<br />
service providers”) also have high prevalence<br />
in the category of “diversified customisation”,<br />
but their production strategies are more diverse<br />
and balanced than the ones of the IT service<br />
providers. Professional service providers (e.g.<br />
management consulting, HRM, call centres,<br />
etc.) represent a rather heterogeneous group:<br />
their dominant strategy is providing diverse<br />
and tailor-made solutions; however, the share<br />
of those who implement simple standardisation<br />
strategies is important, as well (see Table 3).